BSBHRM615 Assessment 1 Learner

BSBHRM615 Contribute to the development of diversity and inclusion
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Learner Instructions 1
Knowledge Assessment
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
Pre-Assessment Checklist
The purpose of this checklist

The pre-assessment checklist helps you determine if you are ready for
assessment. Your trainer/assessor must review the checklist with you before you
attempt the assessment task. If any items of the checklist are incomplete or not
clear, your trainer/assessor must provide relevant information to you to ensure you
understand the requirements of the assessment task. You must ensure you are
ready for the assessment task before undertaking it.
Section 1: Information for Students
☐ Make sure you have completed the necessary prior learning before attempting
this assessment.
☐ Make sure your trainer/assessor clearly explained the assessment process and
tasks to be completed.
☐ Make sure you understand what evidence is required to be collected and how.
☐ Make sure you know your rights and the Complaints and Appeal process.
☐ Make sure you discuss any special needs or reasonable adjustments to be

considered during the assessment.
☐ Make sure that you have access to a computer and the internet.
BSBHRM615 Learner Instructions 1

Version: 2.0
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College
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☐ Make sure that you have all the required resources needed to complete this
assessment task.
☐ The due date of this assessment task will be provided by your Trainer/Assessor.
☐ In exceptional (compelling and compassionate) circumstances, an extension to

submit an assessment can be granted by the trainer/assessor. Evidence of the
compelling and compassionate circumstances must be provided together with your
request for an extension to submit your assessment work.
☐ The request for an extension to submit your assessment work must be made
before the due date.
Declaration (Student to complete)
☐ I confirm that the purpose and procedure of this assessment task has been
clearly explained to me.
☐ I confirm that I have been consulted about any special needs I might have in
relation to the assessment process.
☐ I confirm that the criteria used for this assessment has been discussed with me,
as have the consequences and possible outcomes of this assessment.
☐ I confirm I have accessed and understand the assessment information as

provided in YES College’s Student Handbook.
☐ I confirm I have been given fair notice of the date, time, venue and/or other
arrangements for this assessment.
☐ I confirm that I am ready for assessment.
Student Name: ______________________________________
Student Signature: ___________________________________

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Assessment type:
 Written Questions
Instructions provided to the student:
Assessment task description:
 This is the first (1) assessment task you must successfully complete to be
deemed competent in this unit of competency.
 The Knowledge Assessment is comprised of five (5) written questions.
 You must respond to all questions and submit them to your
Trainer/Assessor.
 You must answer all questions to the required level, e.g. provide an answer
within the required word limit, to be deemed satisfactory in this task.
 You will receive your feedback within 7 days of submission, and you will be
notified by your Trainer/Assessor when your results are available.
Applicable conditions:
 This assessment task is untimed and is conducted as an open book

assessment (this means you can refer to your textbook during the
assessment).
 You must read and respond to all questions.
 You may handwrite/use a computer to answer the questions.
 You must complete the task independently.
 No marks or grades are allocated for this assessment task. The outcome of
the task will be Satisfactory or Not Yet Satisfactory.
 As you complete this assessment task, you are predominately
demonstrating your written skills and knowledge to your trainer/assessor.
Resubmissions and reattempts:
 If you are unable to achieve a satisfactory result for this task on your first
attempt, two more resubmissions are permitted before you are deemed not
yet satisfactory in this task.
 You must speak to your trainer/assessor if you have any difficulty in
completing this task and require reasonable adjustments.
 For more information, please refer to YES College’s Student Handbook.
Instructions for answering the written questions:
 Complete a written assessment consisting of a series of questions.

 You are required to answer all the questions correctly.
 Do not start answering questions without understanding what is required.

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Read the questions carefully and critically analyse them for a few seconds;
this will help you to identify what information is needed in the answer.
 Your answers must demonstrate an understanding and application of the
relevant concepts and critical thinking.
 Be concise, to the point and write answers within the word-limit given to
each question. Do not provide irrelevant information. Remember, quantity is
not quality.
 You must write your responses in your own words.
 Use non-discriminatory language. The language used should not devalue,
demean, or exclude individuals or groups based on attributes such as
gender, disability, culture, race, religion, sexual preference or age. Gender-
inclusive language should be used.
 When you quote, paraphrase, summarise or copy information from other
sources to write your answers or research your work, always acknowledge
the source.
Purpose of the assessment:
This assessment task is designed to evaluate knowledge essential to contribute to

the development of diversity and inclusion strategies in a range of contexts and
industry settings and knowledge regarding the following:
 Knowledge of the organisational workforce diversity and inclusion policies
 Knowledge of the strategies that support leveraging organisational diversity
and inclusion
 Knowledge of the common planning methodologies
 Knowledge of the workforce trends affecting workforce planning
methodologies
 Knowledge of the diversity characteristics
Task instructions:
 This is an individual assessment.

 To ensure your responses are satisfactory, consult a range of learning
resources and other information such as handouts, textbooks, learner
resources etc.
 To be assessed as Satisfactory in this assessment task, all questions must
be answered correctly.

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Written Questions
Provide your response to each question in the box below.
Q1 Answer the questions given below. Satisfactory

: response
Q1.1. What is diversity and inclusion? Explain the purpose
of organisational workforce diversity and inclusion policies Yes No ☐
in 150-200 words.
☐
Q1.2. Discuss the regulatory requirements related to
workforce diversity in 300-350 words.
Q1.3. Explain the rationale for workforce diversity within an
organisation in 150-200 words.
Q1.4. Discuss any five (5) policies that promote leveraging
of diversity in 250-300 words.
Q1.5. Discuss the following issues that can be linked to
diversity in 150-200 words.
a) Employees’ communications
b) Age groups and generational differences
c) Resistance to change
Q1.1. What is diversity and inclusion? Explain the purpose of

organisational workforce diversity and inclusion policies in 150-200 words.
Diversity and inclusion are two interconnected concepts—but they are far
from interchangeable. Diversity is about the representation or the make-up
of an entity. Inclusion is about how well the contributions, presence and
perspectives of different groups of people are valued and integrated into an
environment.
An environment where many different genders, races, nationalities, and

sexual orientations and identities are present but only the perspectives of
certain groups are valued or carry any authority or influence, may be
diverse, but it is not inclusive

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A diverse workplace environment helps the institution in many ways. High

levels of equality, diversity and inclusion are associated with greater
innovation, productivity and performance, talent recruitment and retention,
and workforce well-being.
Higher Revenue - The companies and businesses with diverse companies are
more likely to yield higher revenue.
Innovation: Diversity and inclusion lead to diverse perspectives in workplace

management. Research suggests a strong, statistically significant positive
relationship between diversity and corporate innovation.
Recruitment and retention: The employees and job seekers consider diversity
an important element of their workplace, which affects recruitment and
retention.
Newmarket alternative - Diverse and inclusive companies are more likely to

capture a new market audience.
Better performance - When employees perceive their organization as

committed to diversity and inclusion, and they actually feel included,
employees are more likely to rank their employer as high
performing.
Higher Market Share and profitability - The companies with the highest
percentage in racial or gender diversity have higher sales revenue,
more customers, higher than average market share and profitability.
Q1.2. Discuss the regulatory requirements related to workforce diversity in

300-350 words.
There are specific legal responsibilities for departments and agencies around
workplace diversity. This page sets out specific responsibilities under NSW
legislation for NSW government entities.
Diversity must be included in workforce planningUnder Section 63 of the

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Government Sector Employment Act 2013 (GSE Act), the head of an NSW
government sector agency is responsible for workforce diversity and ensuring
that workforce diversity is integrated into workforce planning within their
agency.
Workforce diversity includes (but is not limited to) diversity of the workforce
regarding gender, cultural and linguistic background, Aboriginal people and people
with a disability.
• This includes state-owned corporations, universities and other services or
agencies prescribed by the regulations.
NSW and Commonwealth anti-discrimination laws must also be followed in
workplaces; find out more at the Anti-Discrimination Board.
Rules for employing specific diversity groups
The Government Sector Employment Rule 26 allows special arrangements for the
employment of Aboriginal people, people with disability, and certain visa classes
for refugees and young people. The rule helps people who may otherwise be
disadvantaged when seeking employment.
For this Rule, an ‘eligible person’ is one of the following:
• an Aboriginal person or Torres Strait Islander
• a person with a disability
• a person under the age of 25 years
• a person who, on or after 1 December 2015, enters or has entered Australia
on a Refugee and Humanitarian (Migrant) (Class XB) visa issued by the
Commonwealth
• a person who belongs to a group of persons designated by the Public Service
Commissioner is disadvantaged in employment.
• Agencies can use Rule 26 to help employ people with disability.
Keeping records and reporting workforce diversity data The head of a government
sector agency must ensure:

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• that information relating to workforce diversity within the agency is

collected under the GSE Rule 27 and;
• that information can be provided to the Commissioner if required under
Section 16 of the GSE Act.
NSW public sector agencies need to include workforce diversity information in
their annual reports under the Annual Reports (Departments) Regulation 2015 and
the Annual Reports (Statutory Bodies) Regulation 2015.
Agencies must report statistics for both the representation and distribution of
employees in diversity groups in the same format as the report provided to each
agency by the Public Service Commission.
Additionally, agencies must report on the workforce diversity achievements during
the reporting year and the key workforce diversity strategies proposed for the
following year.
Universities prescribed for workforce diversity, under the Government Sector
Employment Regulation 2014, are encouraged to continue to include workforce
diversity information, in the same terms, in their annual reports.
Q1.3. Explain the rationale for workforce diversity within an organisation in

150-200 words.
1. Greater innovation and creativity
Having a working environment filled with employees of different backgrounds,
skills, experiences and knowledge means that there will be an increase in innovative
and creative ideas. This can have a huge impact on the business as this will help the
business expand in the long run. Employees will feel more comfortable sharing their
ideas with others with unique ideas being shared in a diverse environment. This
helps a business stand out from those businesses that still function with only 'one
voice'.
2. Diversity provides a range of skills
It is important to hire people from all backgrounds as everyone has different skills
that they can provide and help to enhance a business. Having an inclusive and

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diverse environment, allows wider perspectives to be integrated when

brainstorming, problem-solving and developing new ideas in business.
3. The business will be boosted
Diversity and inclusion are important factors that many people look for when
accepting a job offer. Those that see that your business has people from all
backgrounds will more likely accept the job offer and feel more welcomed. This
will allow businesses to hire the best talent too, ensuring that the best skills are hired
and not based solely on the person’s appearance.
4. Happier employees
Employees will be happier! Working in an environment that promotes diversity and

inclusivity will make employees feel happier to be at work which will reflect on the
work produced. Employees will thrive in their job roles and opportunities will arise,
allowing the business to also thrive overall which equals success!
5. Increased productivity
Teamwork and co-operative work can increase productivity in business. This is
because a diverse team can provide their ranges of experiences and skills and allow
other co-workers to learn and work well with together. Increased productivity
means that ideas can be exchanged, and the business can thrive in a shorter period
of time amongst competitors that do not have a diverse and inclusive workforce.
6. Understand your customers
Having a diverse and inclusive team will not only benefit your business internally
but also most importantly your customers/potential customers. This is because you
are able to market your business to those from different backgrounds that reflect
those that are already working. Employees are able to promote the business
effectively as they have similar backgrounds with the intended target audience. As a
business there is also room for growth as there are differences you begin to learn
between different groups of people and how to target yourself towards them.
7. More talent to choose from

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If the business encourages diversity and inclusion, then when it comes to finding
new talent there is more to choose from. It will not be about recruiting a certain type
of person that looks a particular way but rather focusing on the skills a person can
bring and contribute to the business. This will help with the growth of the business
as only the best talent will be hired.
8. Higher revenues
Having a diverse and inclusive workforce and managing it successfully,

ultimately will lead to higher revenues. Employees will be happier in their job
roles; new ideas will arise, and productivity will increase. This will lead to
greater success within the business and allow the business to flourish and stand
out amongst competitors. I am not suggesting you should do it for the money
but if it positively impacts the culture of the organisation, productivity and the
bottom line surely it is a no brainer?
Q1.4. Discuss any five (5) policies that promote leveraging of diversity in 250- 300
words.
Diversity starts with hiring and retaining diverse talent. Here are 5 set of policies for
organizations to help create a diverse workplace culture and promote
leveraging diversity.
1. Leverage diverse job boards. Post openings on job boards that specialize in
diversity.
2. Highlight diversity on the career page on your website. Be sure your
company’s diversity statement and any current initiatives are obvious on your career
page and reference it in every job description that is being offered.
3. Provide targeted internships and scholarships. Provide high-value
internships and scholarships to employees from under-represented groups that will
help them advance more quickly in key roles within the organization.
4. Offer diverse mentorships. Mentorship programs help ensure everyone has

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the opportunity to advance and also create closer employee relationships.

Establishing an inclusive mentorship program can help foster diversity.
5. Conduct diversity training. It is likely the executive team and other leaders
will require diversity training. which will likely surprise them when it points out
their shortcomings. They can then take this new awareness to launch meaningful
cultural and sensitivity training throughout the organization.
Q1.5. Discuss the following issues that can be linked to diversity in 150-200 words.
Communication is indeed an effective tool which plays an important role in binding
employees together. Communication plays a crucial role in breaking the ice among
employees, bringing them closer to each other and thus managing organizational
diversity. An individual may belong to any religion or community, but it is his/her
power to communicate which helps him know about his fellow workers. It is
essential for individuals to talk and share their experiences. Unless and until, they
do so, they would never be able to enjoy their work and treat it as a mere source of
burden. Believe me, if employees are asked to work in isolation, they would attend
office just for the sake of it.
In today’s scenario of fierce competition, employees need to discuss, and
brainstorm ideas to reach innovative solutions which would not only benefit their
respective teams but also help their organization to outshine its competitors.
Communication in fact helps you to express your ideas and viewpoints.
Generational diversity is the concept of having a wide range of generations in the
workforce. This is especially true today because people are retiring later. For
perhaps the first time, we have five generations in the workforce: Gen Z,
Millennials, Gen X, Boomers, and Traditionalists. Each generation grew up in a
radically different time, which shapes how they see the world.

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GenerationalDiversity paves the way for and enhances all other aspects of Equity &
Inclusion in the organization. An age-inclusive organization rejects ageist
stereotypes and creates a robust workforce. There is no age limit for learning new
things and adapting to changes. Young people bring more than tech skills: they
bring energy and innovative ideas. Older workers use their experience to support
and mentor younger generations. They are reliable, healthier than ever, and want to
contribute.
Diversity and inclusion initiatives require strategic management and calculated
repositioning like any other major organizational change effort. Change can bring
uncertainty, fear, and psychological distress among employees, leading to resistance
that risks undermining change efforts. Forces that incite resistance are many and
multifaceted; they can include threats to power, resource reallocations, political
agendas, antagonistic relationships, expertise endangerment, or even group and
structural inertias. Many of these represent a perceived breach of the psychological
contract. However, resistance can equally derive from intrinsic postures, such as
inter-individual predispositions to cope with change, or the time needed to transition
emotionally through change. Any one of these conditions can elevate sentiments of
uncertainty, threat, grief, vexation, and intolerance that may ultimately lead to
resistance.

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Q2 Explain any five (5) strategies that support leveraging Satisfactory

: organisational diversity and inclusion in 250-300 words. response
Yes No ☐
☐
1. Using inclusive language

Using inclusive language in your job descriptions is imperative if you want to attract more
women into your organisation. Avoiding gendered language like masculine words such as
dominant and challenging or specific pronouns can discourage women and LGBT
candidates from applying to your job roles. The use of inclusive language should be
incorporated into other forms of written communication and not just job descriptions. For
example, you should ensure to use inclusive language in emails and letters as people in the
workplace will want to address how they want.
2. Challenging unconscious biases

Being aware of unconscious biases is excellent as when you implement certain strategies
within your company you will understand that you will still see things in a certain way.
Challenging them by putting into place effective strategies within your organisation can
help you in removing the unconscious bias you may be reflecting into the business. The
strategies to improve diversity and inclusion can be measured so you are aware of how your
company is changing.
3. Educating leadership
There are a few reasons as to why it is beneficial to educate leadership and management

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and have them attending diversity and inclusion workshops. To start, it is seen as one of the
least diverse areas of a company and is mainly dominated by white males, which is
certainly the case in the tech industry. Secondly, leaders play a big role in shaping company
values and deciding on strategies for the organisation to implement. Therefore, if diversity
and inclusion goals are set by a top-down approach then it is likely that they can be
implemented company-wide.
4. Mentoring
Discussing opportunities for mentoring can help with attracting and retaining diverse
talent in your organisation is one of the most effective diversity and inclusion
strategies to implement. The majority of women and underrepresented groups don’t
feel like they have the chance to grow and therefore end up leaving mid-career as they
don’t feel valued or challenged. Therefore, bringing in a mentoring scheme for those
who want to progress can help employees achieve personal development and bring
success for the business. Having mentors can help those to overcome challenges and
potentially progress into leadership or senior roles.
5. Cultural events
Celebrating the current diversity culture within your organisation through designating a day
to all of the ethnicities within your organisation can help to retain diverse talent. It also
ensures that you are bringing inclusion to your organisation as everyone will feel valued
and appreciate each other’s home country. It is also important to celebrate events such as
International Women’s Day, Gay Pride celebrations and International Day of Person with
Disabilities. Doing this shows that your organisation values and supports diversity and
inclusion and can help you to attract more talent.

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Q3 Answer the following questions: Satisfactory

: response
3.1. What is the purpose of workforce planning? Explain
the different stages of workforce planning in 250-300 Yes No ☐
words. ☐
3.2 Explain the following planning methodologies related to
the workforce in 250-300 words.
a) Demand analysis
b) Supply analysis
c) Gap analysis
d) Solution analysis
3.1. What is the purpose of workforce planning? Explain the different stages of workforce
planning in 250-300 words.
Workforce planning is a core business process which aligns changing organisation needs
with people strategy. It can be the most effective activity anorganisation can engage in. It
doesn’t need to be complicated and can be adjusted to suit the size and maturity of any
organisation. It can provide market and industry intelligence to help organisations focus on
a range of challenges and issues, and prepare for initiatives to support longer term business
goals.
Step 1: Define the Organization’s Strategic Direction
Strategic planning and strategic management practices have become the norm in many
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public sector organizations. A well-crafted strategic plan clearly states the organization’s
mission and identifies the primary strategies the organization will follow to achieve
meaningful results. Defining mission, vision, goals, and objectives have become fairly
widespread, and agencies have begun to address issues of performance data reliability. The
workforce planning cycle starts by reviewing the performance requirements of an
organization’s strategic plan and identifying the core or strategic skills and competencies
needed for success. The strategic plan may also provide insights into expected changes in
the volume of work, the geographic distribution of work, modes of service delivery, hours
of access, or types of clients served. Changes in any of these elements of the plan can have
significant implications for the agency’s demand for particular skills or competencies.
Step 2: Scan the Internal and External Environments
Organizations do not operate in a vacuum. Therefore, a review of demographic, social,
political, economic, and technological issues and trends that may impact how an
organization provides services, who it serves, or who it employs is an important step in
workforce planning. The external analysis need not be exhaustive or incredibly time-
consuming. Rather, it is meant to highlight for the planning team how potential changes in
the external environment will impact what they do; for whom they do it; and how they
willrecruit, retain, and develop the workforce they need. Once a sound external analysis is
conducted, it can be reviewed and updated as part of the planning cycle to identify any
significant changes in the environment.
The internal analysis should focus on factors such as workforce trends, the efficiency of HR
transactions, organizational structure, organizational culture, employee morale, and current
levels of performance. Workforce trends include items such as retirement risk in key
leadership or technical positions, the level of succession planning, the age distribution of
the workforce, recruitment and retention statistics, and the proportion of positions filled by
internal candidates.
Step 3: Model the Current Workforce
A strong understanding of the characteristics, capabilities, and distribution of the current
workforce is necessary to project how the workforce will change during the planning
horizon and provides the fundamental understanding of the workforce needed to develop
effective gap-closing strategies. When modelling the current workforce, organizations must
include permanent employees, supplemental direct-hire employees, and contract workers:
Permanent employees are on the organization’s payroll, have regular work hours, and are
entitled to receive the benefits of regular employment offered by the organization.
Supplemental direct-hire employees are on the payroll of the organization, but do not have
regular work hours and are not entitled to full benefits of employment. Supplemental
employees work on a temporary, seasonal, or on-call basis. Contract workers are employees
whose “labour is procured through a contractual mechanism with a third party, such as a
staffing agency.”They are employees who “work exclusively at the customer’s site, and

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whose work activities are integrated with those of the customer’s employees.”
Step 4: Assess Future Workforce Needs and Project Future Workforce Supply From the
environmental scan, the workforce planning team will have a good idea of the core
functions in which the organization must excel to achieve its
mission. The next step in the process is to project the future workforce needs.
Workforce need is often referred to as workforce demand. A parallel step is to project
the composition and characteristics of the workforce the organization will have in the
future if trends remain unchanged. This projection is often referred to as workforce
supply. Workforce supply and demand models can be computed with a general
assessment of trends or with more sophisticated mathematical models. Organizations
without access to workforce databases should not skip this step.
In the public sector, projecting future workforce needs is a relatively new phenomenon. The
assessment requires leaders to think critically about how the organization will do business
in the future. Assessments can be complex, data- driven models for organizations with
sound workforce data or more qualitative estimates developed by the organization’s
leadership team for organizations that lack strong workforce data. Regardless of the
technique used, one maxim applies: Bad assumptions create bad models. Therefore, it is
important to vet the model’s assumptions thoroughly.
Step 5: Identify Gaps and Develop Gap-Closing Strategies
At its most fundamental level, gap analysis identifies the deficit or surplus between the
projected workforce supply and the projected workforce demand. How an organization will
reduce the surplus and overcome deficiencies provides the substance of the strategic
workforce plan. Gap Identification From the comparison of workforce supply and demand,
organizations will be able to identify gaps—those particular areas where they will need
more employees, need different skill sets or need to redesign positions and work processes.
Gap analysis can be as simple as assessing the number of key leadership and technical
positions that will need to be filled in the next five years. More commonly, gap analysis
focuses on identifying critical professions where the organization expects to have a shortfall
and new skills that will be needed that are not easily available in the organization or in the
local labour market. Most of the emphasis in gap analysis is on identifying and correcting
expected deficits.
How the gap between supply and demand will be closed is at the heart of workforce
planning strategy development. State, federal, and local government agencies employ a
variety of techniques to close the gap. Gap-closing strategies fall into five groups:
• Retaining good employees with needed skills

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• Recruiting good employees with needed skills

• Developing employees
• Retaining organizational knowledge
• and building employee skills Reducing overstaffing Step 6: Implement Gap-
Closing Strategies
With critical thought and reasonable data, workforce planning teams are able to develop
sound strategies to address the most significant workforce challenges. However,
implementing gap-closing strategies requires much more time, attention, and resources.
Assuming an agency has developed sound strategies, leadership, communication, and
supporting resources are critical to successful implementation. As with any change
initiative, agency leadership support is critical to implementing the more novel initiatives to
address workforce supply gaps. Leaders are in a unique position to challenge their
employees to test the bounds of the flexibilities allowed under the current personnel system,
identify creative solutions to workforce challenges, and provide resources necessary to
support implementation.
Step 7: Evaluate the Effectiveness of Gap-Closing Strategies and Revise Strategies as

Needed
The final step in the Seven-Step Workforce Planning Model involves evaluation and
revision. Monitoring implementation and evaluating results provide the early warning
system that organizations need to ensure that their workforce planning assumptions are
valid, their strategies are being implemented as planned, and, most importantly, the
strategies are having the desired impact. Monitoring occurs at two levels. First, agencies
must monitor plan implementation. In other words, “Are the strategies being implemented
as intended?” Second, agencies must monitor impact by asking, “What results, intended or
unintended, have been achieved as a result of the strategies?” Assessing the degree of
strategy implementation often requires the use of performance data. For example, if an
agency is in a tight labor market for scientists and has identified delayed approval to hire as
a recruitment barrier, it may implement strategies to reduce the approval time or to
provisionally hire people who are likely to pass the screening. Tracking the use of
provisional hiring is one way to assess the degree to which the strategy is being
implemented.
3.2 Explain the following planning methodologies related to theworkforce in 250-300
words.
a) Demand analysis

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b) Supply analysis
c) Gap analysis
d) Solution analysis
Several distinct analytical steps need to be taken in workforce planning:
The supply analysis, also referred to as the "supply model" or "staffing assessment,"
involves an analysis of an organization's current labor supply.
The demand analysis, also referred to as the "demand model," includes a review of future
business plans and objectives.
The gap analysis compares the differences in the supply and demand models and identifies
skill surpluses and deficiencies.
The solution analysis focuses on how to address gaps in current staffing and future staffing
needs through recruiting, training and development, contingent staffing, and outsourcing.
SUPPLY ANALYSIS
The purpose of the supply model is to analyze the organization as it currently exists—in
other words, the supply of labor and skill sets that are vital to an organization. This analysis
should encompass not only the number of employees and their skills, but also factors such
as workforce demographics and representation of protected classes. Demographics may be
especially important in workforce planning if the organization has large numbers of
workers nearing retirement age, or if it has large numbers of young workforce

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entrants with turnover rates exceeding those of older, seasoned employees.

Representation of protected classes will have significance for federal or state
government contractors, which must comply with applicable affirmative action plan
requirements, as well as for organizations that have a voluntary affirmative action
plans and that wish to improve representation of underused protected classes. See
How does the use of trend analysis fit into the overall workplace planning process?
A supply analysis also involves making projections of attrition (due to resignations,

retirements, internal transfers, promotions and involuntary terminations) over the planning
horizon being used, so that attrition is taken into account in considering the future supply of
labor and skill. From this information, the workforce planner can develop a profile of
current staff as it would exist in the future if no action is taken in recruiting, training or
outsourcing.
DEMAND ANALYSIS
The purpose of the demand model is to forecast the organization's future workforce
composition. This forecast should take into consideration a broad range of business issues,
including new product lines, competitive forces and expansion/constriction in global
marketplaces, anticipated workforce availability within geographic boundaries, and myriad
other issues.
Internal and external factors need to be considered in the demand analysis. Analyses of
internal demand influences may focus on the following questions, among others:
Will the current workforce, with minimal retraining, have the skill sets necessary to
perform new duties with a new product line?
Will current employees remain loyal to the organization if it has anticipated changes in
mind?
Analyses of external demand influences may consider these questions:

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Is labor readily available that possesses the skills and abilities needed by the evolving
organization?
What external pressures will change demand for goods and services that may ultimately
affect internal business decisions and, thus, workforce planning needs?
The future composition of the workforce must also be analyzed. This analysis will seek
answers to the following questions:
How many employees will be necessary to achieve business plan goals and objectives?
What skills and competencies will be required for the new business? What is the
composition of the available workforce population?
What will the organization need to do to attract prospective employees?
What will the organization need to do to attract and retain a diverse group of workers?
GAP ANALYSIS
The next step in the process seeks to compare the supply model with the demand model to
identify gaps between the composition of the current workforce and future workforce
needs. The workforce planning professional may want to categorize a variety of future
scenarios and then select the future that is most likely to occur, with contingency planning
for alternative futures. When conducting this analysis, the planner should identify the
additional number of employees needed who have the requisite skill sets, as well as the
employees who will no longer be needed due to limited skill sets.
SOLUTION ANALYSIS
Solution analysis involves the development of strategies to close the gaps identified in the
previous step. Approaches for meeting future workplace demands may include recruiting,
training and retraining, using contingent staff, or outsourcing. The approaches selected will
be dependent on whether
the organization will need to expand, contract, restructure or rely oncontingent staff to meet
new workplace demands.

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Recruiting. When external staff is required to meet a workforce expansion due to demands
of new product lines, expanded production or service offerings, or new geographic areas to
be served, external recruitment may be the logical strategy to address gaps. Recruiting may
also be required as turnover occurs, whether due to employees leaving to find other
employment opportunities or to retirement, which may be the case for organizations with
large numbers of employees nearing retirement age. Employers can choose among a wide
variety of tactics for executing their recruiting strategy. These tactics vary depending on
market conditions, the type of targeted candidates, diversity-related issues and other factors.
Cost and time are major issues in recruitment. Even if the recruitment process is efficient, it
typically costs more and takes longer to find, hire and train a new person than to "recycle" a
current employee through internal recruitment. So, in many instances, external recruitment
should be the workforce planning strategy of last resort. See Recruiting Internally and
Externally.
Training and retraining. Instead of filling the skills gaps through external recruiting, human
resource professionals may choose the less costly solution of employee development,
particularly for key high-value positions. Employee development builds on current
intellectual capital, retains the corporate culture, and motivates and stimulates the
workforce. As skill sets become obsolete due to new technology, new services, additional
product lines or other competitive forces, the organization should focus on updating skills
and capabilities of their employees as a critical workforce planning strategy. Training,
retraining and development may include many methodologies, such as classroom training,
on-the-job training, e-learning, webinars and job aids. These activities may concentrate on
specific job duties and tasks or on leadership and managerial skills for new leaders.
Contingent staffing. When the current number of employees or their skills sets are
insufficient to accomplish the work, given the anticipated business future, contingent
staffing may be used to fill that gap. This approach makes sense when the demand model
indicates that the numbers of employees will vary
significantly and cannot be leveled out through resource allocation strategies.
Contingent staffing is often best used when the future is likely to be fluid or highly
dynamic; in these circumstances, it may be a better alternative than hiring full-time
employees who may not be needed on an ongoing basis. Contingent staffing options
include temporary employees, part-time employees, contract workers and consultants.

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Discussion of each of these types follows.
Temporary workers
Temporary workers may be found internally or externally, depending on the needs of the
organization. Although temporary staff is often hired to perform traditional clerical duties,
the desire for additional flexibility, as well as early retirement, has resulted in higher-level
experienced individuals seeking temporary assignments to meet their personal goals.
Today's temporary workers can be hired to work in virtually every level of an organization,
including CEOs, controllers, accountants, consultants, IT, marketing and HR.
To maximize the benefits of using temporary workers, human resource professionals should
consider whether to use an agency or internal resources, determine selection criteria, ensure
successful onboarding, set expectations and effectively manage performance. Organizations
will also want to ensure that policies or procedures are established for issues such as
screening and selecting temporary agencies, temporary-to-regular employee classification,
discipline, work behaviors and legal compliance activities.
Part-time employees
Part-time employees are those who typically work less than a full-time schedule. Many of
these employees work a partial day every workday; some work part-week, and some may
work part-month. Some may even job-share with another part-time employee. Part-time
work can be used to attract diverse workers, including students, parents of young children,
older workers and others who need or want to work but do not wish to work a full-time
schedule. Most organizations require part-time employees to follow all policies and
procedures that their full-time employees must follow. Fewer or different benefits may
be offered to part-time employees than to full-time employees.

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Contract workers and consultants
Sometimes an organization may need workers who have specialized knowledge or expertise
to help meet new business requirements. Independent contractors and consultants may be
used to meet these special requirements. Employers should take care in properly identifying
contract workers and consultants, as misclassification of these workers can result in
violations of the Fair Labor Standards Act or Internal Revenue Service regulations.
Classifying a worker as an independent contractor should always be an informed and bona
fide business decision, not a subterfuge to avoid the employer's legal obligations to
employees. Independent contractor arrangements have drawn increasing scrutiny and
significance with the proliferation of workplace laws covering "employees" and the growth
of the contingent workforce. Misclassification of an individual as an independent contractor
can give rise to a variety of liabilities. See Employing Independent Contractors and Other
Gig Workers.
Outsourcing
Organizations may determine that certain noncore business functions would be better
accomplished by outsourcing them to an organization that specializes in those functional
areas. Jobs that are prime targets for outsourcing are those that require a skill that is critical,
in short supply and needed only periodically. If such needs can be handled through
contingent staff—for example, by using retirees—the organization will, of course, be
ahead. However, many high- demand, low-supply, leading-edge skill needs may be met
only through outsourcing to specialized contractors.
To ensure that outsourced functions are properly managed, HR should consider:

Selecting the right firm.

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Establishing guidelines for a partnering relationship. Communication methodologies and

protocols.
Metrics for measuring and ensuring business results.
Companies and providers should work to structure an outsourcing contract that can adapt to
the client's changing needs.

: response
4.1. Explain the following workforce trends affecting
workforce planning methodologies in 200-250 words. Yes No ☐
☐
a) Change in demographics.
b) Under utilisation of remote work
c) Focus on soft skills.
4.2. Explain the following two (2) issues related to

workforce planning in 500-550 words.
a) Changing environment
b) Demand for workforce maintenance and
enhancement
4.1. Explain the following workforce trends affecting workforce planning

methodologies in 200-250 words.

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a) Change in demographics.
b) Under utilisation of remote work
c) Focus on soft skills.
a) Change is inevitable. Likewise, the working environment and business management are
evolving concepts. The demographic change means the arrival of knowledge, skill sets and
values are heading for the exits, while millennials meanwhile are more tech-savvy and
place corporate social responsibility in high regard.
There are four critical steps companies can take to effectively mitigate the rapidly changing
workforce demographic:
1. Knowledge management
By developing and implementing a comprehensive knowledge management system, the
vast wealth of knowledge held by retiring workers can becaptured and shared effectively
across the organisation. Individuals leaving the company should be encouraged to collect
and share as much of their knowledge as possible. The days of putting it all in a memo are
long gone. The knowledge management system should make this information available to
relevant workers via multiple formats and in easily accessible ways. There will always be a
need for curriculum-based learning systems, but companies should embrace new
technologies, which appeal to younger generations, in particular, to supplement brief online
and instructor-led course offerings. Short videos and podcasts, for example, should be made
available on mobile devices and made available on-demand, enabling workers to access the
information 24 hours a day, seven days a week at a time when it is most convenient or most
useful.
2. Operational excellence
For companies to operate at their peak, employees must be productive and consistently
improve their performance. Yet ‘doing more with less’ can easily lead to a smaller
workforce that feels overwhelmed. To help avert this, companies need to be aware of the
relationship between staffing levels and operational risk, and take steps to ensure workers
are getting more efficient every day in a way that doesn’t compromise reliability or safety.

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3. Strong HR processes
Most companies today have fewer developmental positions available that they can move
employees into to train them for higher-level positions. Also, Millennials are the most
mobile generation in the workforce, frequently moving from job to job. That means existing
workers and new hires have fewer opportunities to gain knowledge and develop skills to
prepare them for higher-level positions within the organisation. Therefore, it is important
that companies conduct succession planning that regularly identifies and cultivates top
talent in a formalised manner. Organisations need a strong, multi-pronged learning and
development programme in place that has as its foundation a competency model of the key
personnel skill sets and operational needs necessary for the company to be most effective,
and utilises self-service, online, classroom, and micro-learning, among other formal and
informal techniques, to develop workers more rapidly.
Organisations should also utilise employee progression planning to enable
more dynamic career path management. This is not succession planning, in which a
company identifies and develops talent to replace a departing worker. Rather, this is
enabling employees to pursue learning and development on their own initiative to advance.
It involves identifying the competencies and skills that are required for workers to move
into a higher-level position and making the necessary training opportunities available for
them to access either inside or outside the organisation.
4. Robust culture
Maintain a company’s values as new employees come on board. Every company has a
unique culture that defines its collaborative nature, way of getting work done, and level of
risk aversion. The influx of new employees can bring with it a new set of thoughts and
ideas that can become disruptive if the underlying culture of the company is not well
nurtured. Without a dedicated effort to perpetuate the culture of the organisation,
unacceptable risks will be introduced into an organisation. The values, vision and
behaviours that define a company should be communicated and exhibited at every level,
every day, from the C-suite to the shop floor. It requires more than simply putting a poster
on a wall that tells people to operate safely or having the more experienced segment of the
workforce say, “This is the way work gets done around here.” Maintaining a strong safety
culture requires a concerted effort to reinforce appropriate behaviours and mindsets through
strong communications, open dialogue, coaching, mentoring and performance management.
When measuring the strength of a company’s culture, it is important to put as much
emphasis on the future as on the past. In addition to identifying key performance indicators
or metrics to measure how well the workforce is engaged in the organisation’s cultural

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expectations, companies should also seek to learn any concerns or feelings employees have
about upcoming developments within the organisation (a merger, a quarterly financial
report, etc.). This will enable the organisation to anticipate and mitigate any negative
impacts on the company culture.
b) Underutilizationion of remote work
Technological advancement and adaptation of information have turned the world into a
virtual one where anyone can work staying in any place like E- commerce. 27/7
availability, convenience and time saving are factors
leading to E-commerce or remote marketing. As time passes, mereconventional office
space working will no longer enable us to reply to the recent demand. Managers will have
to keep track of everyone. They’ll need to exert a lot of time, effort, scheduling and
empathy to make this work out well. If not executed right, the risks are high that remote
workers will feel left out and become second-class citizens, as they’re out of sight and out
of mind.
A recent study conducted by the Society for Human Resource Management (SHRM) found
that supervisors are not happy with the extra work associated with remote work. The
findings of the survey showed that supervisors don’t hold remote workers in high regard.
Managers reported, “negative perceptions” of the work-from-home trend.
C) Soft Skills
Soft skills are a combination of people skills, social skills, communication skills, character
or personality traits, attitudes, career attributes, social intelligence, and emotional
intelligence quotients that enable employees to navigate their environment, work well with
others, perform well and achieve their goals with complementing hard skills.
KEY SOFT SKILLS INCLUDE:
• Attitude
• Communication (both listening and speaking skills)
• Work ethic
• Teamwork
• Leadership qualities
• Time management
• Decision making

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• Conflict resolution
• Critical thinking
• Networking
• Empathy
• Problem-solving
Because soft skills are unquantifiable professional attributes, it can be difficult for hiring
managers and others involved in the hiring process to assess them in potential hires, making
them an important but elusive set of skills to look for. Soft skills in the workplace are
becoming increasingly important as organizations look to add additional value to their
business. A study conducted by Wonderlic found that 93% of hiring leaders stated that soft
skills are an “essential” or “very important” element when making hiring decisions. What’s
more, many employers reported that soft skills are more important than tech skills.
Recruiters often emphasize the importance of so-called soft skills such as leadership,
teamwork, and communication— skills that are not specific to any particular job and can be
applied to any role a worker takes on. Both job candidates and HR departments may need to
re-evaluate their approach to these skills because while they are not technical, they are
essential—particularly when it comes to being successful in the Workforce.
When choosing between two seemingly equal candidates, organizations are now
prioritizing “soft skills” as the key differentiator. In fact, in LinkedIn’s Global Talent
Trends report, 92% of talent acquisition professionals reported that soft skills are equally or
more important to hire for than hard skills. And, 89% said that when a new hire doesn’t
work out, it’s because they lack critical soft skills.
4.2. Explain the following two (2) issues related to workforce planning in 500-550
words.
a) Changing environment
b) Demand for workforce maintenance and enhancement
a) Changing Environment
Many workforce issues are caused by changes in the market, labor pool, or legislative
action. Senior Leadership should ask itself:

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• Will increased competition for skilled staff require new staffing strategies?
• Will new customer / stakeholder demands require new performance
management standards, work methods, or reorganization?
• Will budget cuts or revenue shortfalls require reductions in force and
reorganization?
• Is our workforce profile (e.g., age, gender, ethnicity) changing how employees
relate to each other and to customers?
External Environmental Scanning
Assessing the external environment involves a process called Environmental Scanning.
Environmental scanning focuses on the key external opportunities and threats that may
impact the workforce and its ability to achieve goals and performance targets. Common
external factors that influence workforce planning include changing:
Population and workforce demographics.

Client / citizen demographics, expectations, and perceptions. Partners and suppliers.
Political and regulatory environment. Revenue streams and budget appropriations.
Click here for a list of Environmental Scanning Resources.
Issues Driven by Demand for Workforce Maintenance and Enhancement

Employers often focus first on issues with the existing workforce. These issues involve
‘maintaining’ the workforce, managing risk, and improving quality and performance.
Maintenance issues deal with staffing levels and sustaining employee knowledge and skills.
Risk management issues deal with workplace safety, employment liability, and business
continuity following a critical incident. Enhancement issues are driven by a desire to
improve operational efficiency or improve organizational culture and performance. Senior
Leadership should ask itself:
Will an anticipated retirement bubble or high turnover require new staffing

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strategies?
Is our current training plan keeping staff knowledge and skills current with industry
standards?
How does our industrial insurance risk factor for key jobs compare to other employers?
Do we have a pattern of lawsuits or federal / state investigations?
How prepared are we to manage / redeploy staff in the event of a critical incident that
disrupts business operations?
Are staff performing at the desired level?
Are staff personally invested in the organization’s success?
Do staff demonstrate the values and behaviors necessary for the organization to be
successful?
Internal Capacity Scanning
To pinpoint maintenance and enhancement needs, employers must assess their internal
workforce strengths and weaknesses. Common internal capacity factors that influence
workforce planning include:
Workforce demographics (e.g., major job categories, union membership, age / race / gender
percentages).
Staffing levels, general turnover, and anticipated retirements.
Internal candidate pools, developed candidate recruiting programs, and screening and
selection strategies.
Current and projected internal workforce competency requirements
(knowledge, skills, abilities, and behaviors).
Program performance standards, goals, and outputs. Employee performance standards,
goals and outputs.
Organizational design (e.g., supervisor span of control, centralization vs. decentralization,
and distribution of specialists and generalists).
Workforce distribution (e.g., work locations and travel requirements). Work flow,
methods, and processes. Human resource systems (e.g., compensation, classification,
work rules and policies, collective bargaining agreements, and performance
management strategies).
Organizational values and culture.

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Employee satisfaction and engagement levels.

Tools and resources (e.g., facilities, equipment, technology, and vehicles).
b) Demand for workforce maintenance and enhancement

Organizational interventions in working life have been considered in a number of contexts
such as vocational and industrial behavior, work-life leadership in human capital
development, and work-life aspiration and autonomy in organizational culture changes.
Most work-life research considers employees in many kinds of physical and social
circumstances, and points to management
interventions that can facilitate achieving a balance of the personal and the professional
spheres and, as a result, a stable workforce.
Employees’ perceived satisfaction with any of their workplace conditions can affect their
personal wellbeing. Specifically,the perceptions contributing to the individual’s wellbeing
that this study
considers are perceptions of work-life balance, of working life opportunities, and of health
and wellness.

: response
5.1. Explain the following characteristics of diversity in 500-
550 words. Yes No ☐
☐
a) Cultural background and ethnicity
b) Age
c) Gender and gender identity
d) Ability
e) Sexual orientation
f) Religious belief
g) Language
h) Education
5.2. How can you improve your organisation’s workforce
diversity? Write your answer in 100-150 words.
Cultural background and ethnicity :

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The term ethnicity refers to the ethnic composition of a group or organization. Changes in
the racial mix of the overall population are reflected in the workforce. These changing
racial patterns point to greater workforce diversity. The challenge for management is to deal
with these ethnicity changes, as with the change regarding gender, in terms of policies and
practices concerning pay and promotions. Like women, minorities on the average are paid
less and are less well represented in the upper-management ranks.
Age :
The changing age composition of the workforce is forcing organizations to make a number
of adjustments. One is learning how to deal effectively with older workers. In the past, this
was not a problem because older workers were forced to retire. As a result, the number of
age discrimination complaints has increased dramatically. The Equal Employment
Opportunity Commission has thousands of complaints each year, about 20 percent of all
charges. The key here is that organizations cannot discriminate on the basis of age.
Organizations must begin to listen to their older employees, determine how their needs are
different from those of younger workers, and learn to draw from the expertise and
experience that older employees can offer.
Gender and Gender Identity

It is essential to have equal representation for them in the workplace. This is one of the
most evident types of diversity- having a gender-diverse work culture is not about the
number of women and men in the company but equality. To become a legit gender-diverse
company, you must speak about the gender pay gap, where women employees receive less
pay for the same job as their male counterparts. In
order to be a truly gender-diverse company, businesses need to address issues like

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the gender pay gap, where women are routinely paid less for the same jobs as their male
counterparts. To be successful, organizations need to look at the barriers faced by both
genders when contributing to the workforce and see how they can alleviate some of those
restrictions for their employees.
Human resources must use inclusive language in the policies. It is good to refrain from
using gender-binary language, as it might hurt people from other genders like gender-
neutral, transgender, etc.
Ability:
Usually, people tend to think that disability is associated only with physical mobility.
However, workers might have disabilities that may vary from limitations in vision and
movement to learning abilities and mental health issues.
If you want to promote diversity, you must accommodate people with disabilities who can
also show equal productivity than their colleagues.
Companies must also focus on making the workplace accessible to all by adding elevators
and ramps in place of stairs. Try to use telephone headsets and screen readers to facilitate
smoother communication.
Sexual Orientation
Sexual orientation or sexuality is about who a person is attracted to. Yes, it is a personal
affair, yet employees must feel safe to express their sexuality with their colleagues without
facing any discrimination or workplace harassment.
The LGBTQ+ community comprises people from various backgrounds, interests and thus
faces many challenges at work. An organization must ensure safety for people belonging to
sexual minorities. An egalitarian workplace increases job satisfaction and employee
retention. It is essential to have equal representation for them in the workplace. This
is one of the most evident types of diversity- having a gender-diverse work culture is not
about the number of women and men in the company but equality. To become a legit

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gender-diverse company, you must speak about the gender pay gap, where women
employees receive less pay for the same job as their male counterparts. In order to be a truly
gender-diverse company, businesses need to address issues like the gender pay gap, where
women are routinely paid less for the same jobs as their male counterparts. To be
successful, organizations need to look at the barriers faced by both genders when
contributing to the workforce and see how they can alleviate some of those restrictions for
their employees.
Human resources must use inclusive language in the policies. It is good to refrain from
using gender-binary language, as it might hurt people from other genders like gender-
neutral, transgender, etc.
Religious belief
Religious belief is one of the major characteristics of diversity management in the

workplace. There are individuals coming from a multitude of religious backgrounds in
organizations. Assimilating them into the work culture would create more benefits.
Language
Like other characteristics language also has serious implications on workforce

management. developing a multi- lingual environment is the best way to generate a diverse
and inclusive workforce. Employees should be encouraged to learn other languages
pertinent to their roles, supported by executives to explore differences in cultures including,
idioms and traditions
Education
There are multiple employees coming from diverse educational backgrounds. Thus,
such employees representing diverse educational backgrounds bring diversity to the
organization.

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There are multiple employees coming from diverse educational backgrounds. Thus, such
employees representing diverse educational backgrounds bring diversity to the
organization.
5.2. How can you improve your organization’s workforce diversity? Write your answer in
100-150 words.
Understanding how your business promotes workforce diversity and inclusion helps attract
talent from different backgrounds. The following methods help to improve workforce
diversity within an organization:
1. Educate your hiring team

When you’re recruiting a diverse group of people, it’s important to let your company’s
managers understand your diversity hiring goals. Start by assessing how diverse your
current workforce is. One way to do this is through employee surveys.
After measuring diversity at your company, set up cultural and sensitivity training, then
perform a company-wide evaluation to identify areas that need improvement. Once you
receive this feedback, you’ll better understand how to improve your current hiring
processes.
2. Implement diversity policies
Every business should generally have a company policy regarding diversity to protect its
employees and owners. Consider updating current policies or
creating new policies that pertain to recruitment, promotions, performance
evaluations and hiring.

3. Promote open communication
If the topic hasn’t come up before, hold a special company meeting about workforce

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diversity to explain your company’s stance on policies and communication. Let your
employees know how to report issues related to diversity and use inclusive language to help
them feel comfortable at work. Think about implementing an anonymous and confidential
suggestion box for people who may be more honest if they don’t have to speak with
someone in person.
4. Create opportunities for people to connect

Send a poll to your employees to learn more about their preferences and how they like to
spend their free time. Based on their answers, think about ways to improve their
relationships through inclusive team building activities. Make sure to schedule activities
that are not exclusionary of any group of employees (e.g., age, physical abilities). For
example, kayaking or playing paintball may not be an accessible activity for everyone on
your team, but activities like egg- drop challenges and trivia games usually are.
If your company has branches in other cities, plan outings to visit these locations. This will
provide valuable insight into other team structures and diverse work environments,
including how others solve issues and generate new ideas.
5. Invest in your employees

Many companies sponsor mentorship programs or continuing education for employees who
want to develop their work skills. This provides everyone with the opportunity to advance
within the company, if they desire, regardless of their race, age, sex, or other factors.
Provide information about other employee resources for diverse groups to show that you
value their unique characteristics and the contributions they make to your company.
6. Promote benefits that attract diverse candidates
Companies that offer more benefits and greater work flexibility often appeal to a wider
range of applicants. For instance, many working parents or traveling students prefer to work
remotely or have flexible schedules. If your company offers this option, you’ll likely

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receive applications from a more diverse group of people because you’ve accommodated
their needs.
Another benefit that can help attract diverse candidates is floating holidays, where
employees can substitute a public holiday with another day of their choosing, such as a
cultural or religious holiday.

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Candidate: I declare that this work has been completed

by me honestly and with integrity and that I have been
Signature:
assessed in a fair and flexible manner. I understand that ___________________
the Institute’s Student Assessment, Reassessment and
Repeating Units of Competency Guidelines apply to
these assessment tasks. Date: ____/_____/_____
Comments

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Result: Satisfactory / Not Yet Satisfactory
Assessor: I declare that I have conducted a fair, Signature:

valid, reliable and flexible assessment with this ____________________
student, and I have provided appropriate feedback.
Date: ____/_____/_____

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BSBHRM615 Contribute to the development of diversity and inclusion

The purpose of this checklist

☐ Make sure you discuss any special needs or reasonable adjustments to be

BSBHRM615 Learner Instructions 1

☐ In exceptional (compelling and compassionate) circumstances, an extension to

Declaration (Student to complete)

☐ I confirm I have accessed and understand the assessment information as

☐ I confirm that I am ready for assessment.

Student Name: ______________________________________

Student Signature: ___________________________________

BSBHRM615 Learner Instructions 1

Instructions provided to the student:

Assessment task description:

 This assessment task is untimed and is conducted as an open book

 Complete a written assessment consisting of a series of questions.

BSBHRM615 Learner Instructions 1

This assessment task is designed to evaluate knowledge essential to contribute to

 This is an individual assessment.

BSBHRM615 Learner Instructions 1

Q1 Answer the questions given below. Satisfactory

Q1.1. What is diversity and inclusion? Explain the purpose of

An environment where many different genders, races, nationalities, and

BSBHRM615 Learner Instructions 1

A diverse workplace environment helps the institution in many ways. High

Innovation: Diversity and inclusion lead to diverse perspectives in workplace

Newmarket alternative - Diverse and inclusive companies are more likely to

Better performance - When employees perceive their organization as

Q1.2. Discuss the regulatory requirements related to workforce diversity in

BSBHRM615 Learner Instructions 1

BSBHRM615 Learner Instructions 1

• that information relating to workforce diversity within the agency is

Q1.3. Explain the rationale for workforce diversity within an organisation in

BSBHRM615 Learner Instructions 1

diverse environment, allows wider perspectives to be integrated when

Employees will be happier! Working in an environment that promotes diversity and

BSBHRM615 Learner Instructions 1

Having a diverse and inclusive workforce and managing it successfully,

BSBHRM615 Learner Instructions 1

the opportunity to advance and also create closer employee relationships.

BSBHRM615 Learner Instructions 1

BSBHRM615 Learner Instructions 1

Q2 Explain any five (5) strategies that support leveraging Satisfactory

1. Using inclusive language

2. Challenging unconscious biases

BSBHRM615 Learner Instructions 1

BSBHRM615 Learner Instructions 1

Q3 Answer the following questions: Satisfactory

Step 1: Define the Organization’s Strategic Direction

BSBHRM615 Learner Instructions 1

BSBHRM615 Learner Instructions 1

• Recruiting good employees with needed skills

Step 7: Evaluate the Effectiveness of Gap-Closing Strategies and Revise Strategies as

BSBHRM615 Learner Instructions 1

Several distinct analytical steps need to be taken in workforce planning:

BSBHRM615 Learner Instructions 1

entrants with turnover rates exceeding those of older, seasoned employees.

A supply analysis also involves making projections of attrition (due to resignations,

BSBHRM615 Learner Instructions 1

BSBHRM615 Learner Instructions 1

BSBHRM615 Learner Instructions 1

Discussion of each of these types follows.

BSBHRM615 Learner Instructions 1

Contract workers and consultants