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“ABC Pty Ltd is all about creating places where people feel comfortable in their environment, allowing us all to be the best we can be. A diverse and inclusive workplace not only means people feel valued, it helps build a better, stronger and more innovative ABC Pty Ltd”. Their global inclusion strategy is focused on embedding flexible work; achieving equity; and building inclusive leadership in order to develop a strong brand and reputation. Extrapolate this strategy into definitive policy where guidelines could be used in any industry.You are to identify this diversity and inclusion strategy and then using the template provided develop a practical interpretation of how this strategy will apply to the organisations like ABC Pty Ltd. You can assume that they are a manufacturing and logistics firm with 3000 employees. Developing the strategy to practical outcomes should always include a process for breach and reporting of the breach. There should be examples of what is not tolerated and what individuals or groups should do if they feel uncomfortable in their environment. This policy is to guide employees to the leadership outcome and should include reference to drivers such as legislation and organisational strategy and culture.Length and/or format: 2000 words, havard style referencing.And please use some peer reviewed journal articles as well.
template_for_policy_writing_.docx

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Australian Defence Forces
The intention of our Diversity and Inclusion Strategy is to: Enhance Defence capability
through diversity and inclusive practice.
Diversity and Inclusion Strategy Policy
To create an environment that supports, reflects and promotes equitable and
inclusive behaviours and practices, and respects individuals and groups of people, it
is crucial that an organisation examines its value and belief systems.
For many organisations
Personal experiences, biases and prejudices can influence professional and ethical
behaviour and effect: the ability of stakeholders to work cohesively as a team.
Reflective questions can assist organisations to develop different ways of
communicating and can encourage open and honest discussions between the
organisation’s stakeholders.
The Diversity and Equity Policy should refer to the organisation’s Philosophy
Statement.
Policy Number

Link to Quality Assurance Principles
LIST relevant laws or current policies
List assurance expectations
Policy statement

The purpose of the Diversity and Equity Policy is to:
1.
2.
3. etc
The organisation’s environment treats and respects ……..

The organisation does not tolerate behaviours…..

The organisation recognises and values ………….

The Occupational Health and Safety Act1 states that employers have a duty
of care to their employees to ensure that the working environment supports
emotional and mental wellbeing.
o Refer to commonwealth and state laws etc that govern this behaviour
o

There are legislative Acts and regulations for each state and territory that address the issue of
Occupational Health and Safety. Organisations are advised to seek information that is relevant to their
jurisdiction.
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1
Rationale
The rationale represents a statement of reasons that detail why the policy and/or
procedures have been developed and are important to the organisation.
Strategies and practices
These are examples. Organisations are encouraged to develop and adapt the
following strategies and practices as required to meet their individual circumstances
and daily best practices.
Identifying and supporting individual needs
The organisation can describe how it supports
• intellectual or cognitive delay. …………….
o How will the organisation communicate ……………………
o How do staff effectively communicate……….
o How do staff effectively
o How can the organisation develop methods
• practices that differ to the organisation’s practices. These include belief
systems regarding gender roles in play, independence, self-help skills,
behaviour guidance;


diverse family lifestyles and structures. ……..
emotional needs resulting from trauma, abuse or grief……
Orientation
• orientation is often a ….
• The organisation can state how it ensures that the orientation process is
equitable and fair.
• Organisations should consider the following reflective questions:…..
Please refer to the organisation’s Enrolment and Orientation Policy.
Staff, students and volunteers
Selection and recruitment2
• Brief and concise detail of the organisation’s strategy.
• Organisations can link this section by stating:
Relief staff, students and volunteers
• Brief and concise detail of the organisation’s strategy.
• The organisation can state how relief staff, students and volunteers are
informed of the organisation’s values. For example, asking individuals to read
the organisation’s Philosophy Statement and Diversity and Equity Policy.
• Organisations can link this section by stating:
There is equal opportunity legislation protecting the rights of individuals through the recruitment and
selection of employees. Organisations are advised that their policy and procedures should reflect the
relevant federal, state or territory legislation.
2
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Staff professional development opportunities
• The organisation can identify how it will support staff in developing diverse
and equitable partnerships with stakeholders.
• This may be achieved through:
o professional development and training opportunities;
o informal discussions with staff about their values and beliefs when
reviewing the organisation’s philosophy statement;
o inviting support agencies to work with staff and the organisation to
discuss equity and inclusion concepts and issues; and
o inviting members of the community from diverse backgrounds to
discuss their personal experiences of prejudices and biased behaviour.
Please note: There is often an assumption that culture is identifiable by difference in
race or language. This restricts the definition of ‘culture’, which is widely regarded to
encompass religion, family lifestyle and structure. It is important for staff to develop
an understanding that extends beyond preconceived or traditional stereotypes,
which can be addressed through professional development opportunities.
For example, consider the words ‘tradition’, ‘custom’, ‘worship’ and ‘way of life’ –
these are words often used to define culture; apply those same key words to a family
who are devoted fans of a football team. The family has a way of life where it is their
custom to support and worship their football team; it is their custom to attend the
football matches every weekend; and they practice certain traditions, such as
wearing the team’s colours. The family unit has created a system based on a
common belief (support for the football team) and a significant event (the football
match). Race or language has not played a part in defining the family’s culture;
however a cultural belief still exists.
When culture is considered in these broader contexts, organisations can actively
demonstrate how they can support the diversity and equity staff and the local
community.
Management/Coordination unit staff
Non-compliance of the Diversity and Equity Policy
• The organisation can state the types of prejudicial or biased behaviours which
are not tolerated at the organisation. For example, of a racist or sexist nature.
• The organisation can detail how these behaviours will be managed and
resolved.
• Organisations can link this section by stating:
Please refer to the organisation’s Grievances and Complaints Management
Policy.
Anti-bullying practices and guidelines
• The organisation may decide to address the issue of workplace bullying and
how this may be linked to individuals feeling threatened, overpowered,
inadequate or insecure in the workplace.
• Bullying is often the behaviour from those individuals who are prejudicial or
biased against others.
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• The organisation can discuss anti-bullying guidelines and practices in general
terms or discuss the guidelines that identify types of bullying or when bullying
occurs between different stakeholders. For example:
o Types of bullying include: sexual harassment, physical aggression,
taunting, practical jokes, offensive language or visual materials,
inappropriate body language or physical contact.
o Different stakeholders can include:
• Organisations can link this section by stating:
Please refer to the organisation’s Occupational Health and Safety Policy.
Please refer to the organisation’s Grievances and Complaints Management
Policy.
Compliance with legislation and equal opportunity requirements
• There is legislation in every state and territory that governs, guides and
supports equal opportunity. Organisations need to remember their legislative
and regulatory obligations.
• In this section, the organisation may decide to state the legislative Acts for
their jurisdiction.
Communication with different stakeholders
Organisations can outline how their communication strategies with each stakeholder
promote and reflect diverse and equitable behaviours and practices.
o
How are instances of prejudice confronted in the organisation’s
environment?
Staff
Brief and concise detail of the organisation’s strategy.
• The policy can define how staffs:
o interact with …………… peers equitably and respectfully;
o discuss with ………… evidence of biased and prejudiced behaviours
and practices;
o actively monitor their responses and behaviours towards biases;
o use language that promotes equity;
o encourage empathy and fairness towards others;
o challenge stereotypes that promote prejudicial and biased behaviours
and practices;
o counteract biased or prejudicial behaviour and practices;
o avoid making comparisons between staff/volunteers;
o identify scenarios or situations that may create acts of prejudice or
bias;
o use their diverse life experiences to contribute to and enhance the
program and environment; and
o support and encourage ……. to be fair and respectful of others.
Staff volunteers as role models
Staff are important role models in guiding and educating all stakeholders in
relation to diverse and equitable behaviours and practices.
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Staff and volunteers need to be aware that their actions, language, gestures
and behaviours may communicate biased or prejudiced opinions or feelings.
Management/Coordination unit staff
• Brief and concise detail of the organisation’s strategy.
• Organisation can state other policies and procedures that guide
management’s obligation to equity and diversity.
External support agencies
• This is an opportunity for the organisation to discuss how it utilises resource and
support agencies that promote diverse and equitable behaviours and
practices.
Experiences
Diverse and equitable experiences encourage stakeholders to question their own
belief systems and the values that they place on people of different backgrounds,
cultures and lifestyles.
It is important that organisations acknowledge and respect differences and
similarities by ensuring that learning experiences are relevant and meaningful.
Placing token values on differences and assuming that one interpretation of a
culture, race or lifestyle represents everyone from that background, is not a sign of
diversity and equity. It makes an assumption about the lives of individual’s or groups
of people, which may not be a true refection of who they are. This type of
assumption emphasises difference and diverts attention away from the similarities
between people.
For example, people in other countries may assume that all Australians have held a
koala. This places a token value on what people perceive as being the normal
Australian lifestyle or experience. Likewise, assuming that a child from an Asian
ethnicity knows how to use chopsticks places a token value and assumption on the
child’s lifestyle and history, before seeking information from the family.
Similarly, organising a one-off ‘cultural celebration days’ where stakeholders are
exposed to cultural signs and symbols that they are not exposed to on any other
day, limits their experiences. Organisations should aim to create environments where
people of different backgrounds are considered equal to others, and therefore their
culture is celebrated every day.
Effective planned experiences:
• provide an opportunity for the organisation to detail how diversity and equity
are reflected in ….
• discuss the common values, concerns and triumphs that are shared among
people;
• reflect the diversity of ………;
• encourage organisations to identify how differences and similarities can be
embraced and respected through play and learning experiences;
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identify different resources, materials and external agencies accessed by the
organisation to support, guide and strengthen the provision of equitable and
inclusive experiences; and
• encourage staff to broaden their understanding of different groups of people
in their local community and society.
Areas of focus for experiences can include:
• cultural diversity;
• language and bilingualism, including non-verbal and written language.
Organisations may also decide to include elements of sign language;
• gender role differences and similarities;
• identification and discussion of prejudice and bias experiences; and
• the development of critical and analytical thinking.

Routines
• Brief and concise detail of the organisation’s strategy.
• Routines can include:
• Organisations can state how they discuss …
• For example, some cultures and families place minimal value ..
• Organisations and stakeholders should engage in open, honest conversations
during …….. in expectations and develop strategies to communicate needs
that can be resolved positively and effectively.
Excursions
• Brief and concise detail of the organisation’s strategy.
• Organisations should consider

Community
• Brief and concise detail of the organisation’s strategy.
• The organisation can identify how it embraces diversity in the local
community.
• Organisations should consider the following reflective questions:
o How does the organisation market itself in the community?
o How does the organisation translate its resources or documents in other
languages?
Policy review


The organisation will review the Diversity and Inclusion Strategy Policy and
guidelines every .
Staff are essential stakeholders in the policy review process and will be
encouraged to be actively involved.
Procedures
The following are examples of procedures that an organisation may employ as part
of its daily practices.
Examples:
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Employee induction …
..
..
..
Measuring tools
The organisation may further specify tools that assist in measuring the effectiveness of
the policy.
Links to other policies
The following are a list of examples:
• Behaviour guidance
• Clothing and comfort
• Grievances and complaints management
• Occupational health and safety
• Wellness program
• Mentoring programs
• Recruitment Policy
• Selection Policy
Sources and further reading
Legislative Acts3
Policy created date

Policy review date

Signatures

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