PSPMNGT605B: Manage diversity

Descriptor: This unit covers productive diversity management to maximise workforce effectiveness. It includes contributing to, promoting and monitoring a diversity strategy; facilitating the development of a workforce that promotes and values diversity; and facilitating communication with a diverse workforce.
In practice, managing diversity occurs in the context of other generalist or specialist work activities such as managing compliance, managing people and performance, managing recruitment and selection, managing employee relations, managing client service etc.

This unit is one of a series of 6 competencies relating to diversity in the public sector, located in the Competency fields of Working in Government and Management. Related units of competency are:

PSPGOV201B Work in a public sector environment
PSPGOV308B Work effectively with diversity
PSPGOV408A Value diversity
PSPGOV505A Promote diversity
PSPMNGT702A Influence and shape diversity management. This unit replaces and is equivalent to PSPMNGT605A Manage diversity.

Employability Skills: The required outcomes described in this unit of competency contain applicable facets of Employability Skills. The Employability Skills Summary of the qualification in which this unit of competency is packaged, will assist in identifying Employability Skill requirements.

Competency field: Management

Element	Performance Criteria
Elements define the essential outcomes of a unit of competency.	The Performance Criteria specify the level of performance required to demonstrate achievement of the Element. Terms in bold italics are elaborated in the Range Statement.
1. Contribute to the development of a diversity strategy	1.1 The organisational context and framework for the diversity strategy are identified and key result areas are established 1.2 A diversity strategy is developed that identifies *diversity issues* and objectives to enhance business unit and organisational effectiveness in accordance with *public sector legislation and policies* 1.3 The strategy is used to identify *benefits and opportunities* provided by a diverse workforce and complies with legislative requirements, organisational policies and practices 1.4 Diversity objectives in the strategy are linked with the demographic profile of the client base, the organisation’s strategic goals and the core business of the *business unit* 1.5 The strategy is developed in consultation with *stakeholders, including people from key equity groups and the organisation’s clients 1.6 The strategy is designed to provide a mechanism through which diversity issues can be integrated within organisational policies and procedures*, for example, recruitment and selection
2. Promote and review diversity strategy	2.1 The strategy is communicated and *promoted* within the business unit and the organisation in accordance with audience needs and organisational requirements 2.2 The need for diversity support programs is identified and programs are established in accordance with the objectives of the diversity strategy 2.3 Individuals are encouraged to align everyday work with the diversity strategy in recognition that individuals are the implementers who will ensure the strategy’s success 2.4 Progress of diversity strategies within business plans is monitored and reported on in accordance with organisational policy and procedures 2.5 The effectiveness of the strategy in contributing to organisational effectiveness is monitored and reviewed according to its specifications, and recommendations for enhancements are identified and acted upon
3. Facilitate the development of a workforce that promotes and values diversity	3.1 Benefits of a *diverse workforce* are identified and communicated to those working within the business unit and the organisation 3.2 Initiatives and resources to address *barriers* to equal employment opportunity within the organisation are developed or adopted in accordance with the diversity strategy 3.3 A range of leadership styles is employed to facilitate intercultural management and to manage diverse teams 3.4 The diversity factors associated with individuals within the workforce are identified and utilised in the delivery of services to diverse clients 3.5 A range of working styles that are reflective of a diverse workforce is accepted and encouraged, unified to the organisational context 3.6 Diversity training and awareness programs are utilised, as appropriate, to promote the benefits of a diverse workforce
4. Facilitate communication within a diverse workforce	4.1 Language, literacy and numeracy issues are identified and addressed to facilitate full participation of all members of the workforce in work and development activities 4.2 A range of *communication strategies* is employed to meet the needs of a diverse workforce and client base 4.3 The target audience is identified and tailored communications strategies are adopted 4.4 Resources to facilitate effective communication within the workplace are identified and utilised in accordance with organisational policy and procedures 4.5 Ineffective and inappropriate communication strategies are identified and adjusted to meet the information needs of a diverse workforce and client base

Required Skills And Knowledge

This describes the essential skills and knowledge and their level required for this unit.

Essential knowledge:

The candidate must be able to demonstrate essential knowledge required to effectively perform task skills; task management skills; contingency management skills and job/role environment skills as outlined in elements and performance criteria of this unit
Look for evidence that confirms knowledge and understanding of:

the concept of diversity and its integration within and across all human resource and management functions and areas
cultural diversity, including issues of racism, discrimination, harassment and victimisation
the organisation’s policies and strategic goals relating to diversity and the implications of these for current and future human resource management
the relationship between management of diversity and organisational effectiveness
equal employment opportunity, access and equity principles
productive diversity principles including flexibility, multiplicity, devolution, negotiation and pluralism
institutional racism and resulting indirect discrimination
jurisdictional legislation, instructions, directions and standards that underpin or impact on workplace diversity
public sector policies, practices and procedures related to diversity

Essential skills:

Look for evidence that confirms skills in:

monitoring and reporting on the progress of diversity strategies
using communication involving exchanges of complex oral information
communicating with people from diverse backgrounds (including gender and disability)
managing diverse teams
applying intercultural management
using a variety of words and language structures to explain complex ideas to diverse audiences
interpreting and explaining complex, formal documents and assisting others to apply them in the workplace
preparing written advice and reports requiring reasoning and precision of expression
using plain English in written documents

Range Statement

The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.

A diversity strategy is	an expression of what a business unit or organisation intends to do to utilise diversity as a productive resource in order to maximise effectiveness and efficiency
Diversity issues may include	equal employment opportunity issues such as: direct and indirect discrimination – discriminatory systems and practices harassment racism under-representation of equity groups in the public sector employment of equity groups concentrated at lower levels in the public sector women making up more than half of the public sector workforce but disproportionately represented at lower salary levels barrier (or glass ceiling) that prevents equity group members progressing to higher salary levels disproportionate representation of equity group members in non-permanent, casual or contract positions inappropriate supervisory treatment of equity group members sidelining staff from diverse backgrounds to ‘diversity roles’ rather than the opportunity to pursue what interests them, or where they add most value workplace systems or practices that don’t allow a balance between work and family responsibilities inequitable access to acting opportunities, workplace training and development culturally inappropriate workplaces making reasonable adjustment to work processes enabling access to buildings to people with a disability quality of service delivery to clients from diverse backgrounds people from recognised diversity groups not choosing to be identified through usual statistical collection methods questioning/disregarding the dominant paradigm of the organisation inappropriate treatment of those who don’t fit the dominant paradigm of the organisation risks associated with diversity not managed different values: uncertainty avoidance collectivist/individualist power/distance masculine/feminine resolving communication issues developing cultural competence negotiating commonalities resolving conflict negotiating difference
Public sector legislation and policies (relating to diversity) may include	Commonwealth legislation addressing diversity issues, for example: Racial Discrimination Act 1975 Sex Discrimination Act 1984 Disability Discrimination Act 1992 Workplace Relations Act 1996 Privacy Act 1988 Human Rights and Equal Opportunity Commission Act 1984 State/Territory legislation addressing diversity issues, such as Victoria’s Racial and Religious Tolerance Act public service/public sector management acts workplace diversity guidelines national and international codes of practice and standards the organisation’s plans, strategies and policies relating to diversity policies relating to language services government policy mandating equal employment opportunity and/or workplace diversity requirements, such as: Managing diversity in the Western Australian public sector, August 1995 Valuing cultural diversity, State of Victoria, 2002 public sector ethics/values/codes of conduct public sector management standards (subordinate law) Commissioner’s directions/instructions community guidelines, policy and practices (such as those within Aboriginal and Torres Strait Islander communities)
Benefits and opportunities of diversity in the workplace may include	improved client service (internal and external) improved access to government services and programs improved relationship with the community wider sources of recruitment greater responsiveness to change cultural enrichment a workplace reflective of local demographics promotion of creativity retention of staff community public relations facilitation of attainment of organisation goals improved service delivery promoting equity and fairness creation of a harmonious and supportive work environment increased skills and experience added to the workplace balanced workforce in terms of age, gender, race and culture
Business unit may include	a program sub‑program cost centre area division branch production unit or section located within the organisation
Stakeholders may include	all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation’s behaviour, actions, products and services, including employees at all levels of the organisation other government and non-government organisations union and association representatives boards of management government Ministers community clients

Organisational policies and procedures may relate to	recruitment and selection learning and development performance management promotion and retention of staff employment conditions organisational mission and values performance assessment
Methods of promoting diversity plans may include	written documentation manuals policy and procedure statements guides information brochures and pamphlets oral advice and guidance one-on-one meetings small group meetings telephone contact and/or electronic mail training programs online resources
Diverse workforce refers to	a workforce comprising employees with differences in: age culture disability educational background ethnicity expertise family responsibilities gender interests interpersonal approach language learning styles life experience marital status not fitting the dominant paradigm of the organisation personality physical capability race religious belief sexual orientation socio‑economic status thinking styles work experience working styles
Barriers to equal employment opportunity may include	individual and structural/institutional racism, sexism and other forms of exclusion and discrimination direct and indirect discrimination issues related to cultural diversity exclusionary workplace practices
Communication strategies may include	small group information sessions use of plain English translated information use of bilingual staff

Evidence Guide

The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.