Google links for PSPMNGT702A - Influence and shape diversity management

Elements and Performance Criteria

Required Skills

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

Skill requirements

Look for evidence that confirms skills in

using a range of leadership styles in different contexts depending on the diversity of the workforce or client base

articulating and applying a cultural change model that has worked in similar contexts

influencing and persuading others involving complex exchanges of oral and written information

reading and interpreting statistics

developing innovative strategies to progress or impact on organisational culture

responding to diversity including gender and disability

interpreting and explaining complex formal documents and influencing others to action them in the workplace

using a variety of words and language structures to explain complex ideas to diverse audiences

preparing written advice and reports requiring reasoning and precision of expression

Knowledge requirements

Look for evidence that confirms knowledge and understanding of

the concept of diversity and its integration within and across all human resource management and operational functions and areas

cultural diversity including issues of racism discrimination harassment and victimisation

productive diversity principles including flexibility multiplicity devolution negotiation and pluralism

institutional racism and resulting indirect discrimination

the critical influence of organisational culture on the success of diversity objectives

the nature of cultural change and the influence that can be exerted when cultural change is initiated from the higher echelons of management

cultural change models

the organisations policies and strategic goals relating to diversity and the implications of these for current and future human resource requirements

the relationships between strategic management of diversity and the organisations core business and strategic goals

equal employment opportunity equity and diversity principles

public sector legislation regulations standards instructions policies practices or procedures that underpin or impact on diversity management in the organisation

Evidence Required

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole It must be read in conjunction with the Unit descriptor Performance Criteria the Range Statement and the Assessment Guidelines for the Public Sector Training Package

Units to be assessed together

Prerequisite units that must be achieved prior to this unitNil

Corequisite units that must be assessed with this unitNil

Coassessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include but are not limited to

PSPETHCA Lead and influence ethical practice in the public sector

PSPETHC701A Lead and influence ethical practice in the public sector

PSPHRA Provide leadership in strategic human resource management

PSPHR703A Provide leadership in strategic human resource management

PSPMNGTB Provide strategic direction

PSPMNGT701B Provide strategic direction

PSPMNGTA Lead and influence change

PSPMNGT703A Lead and influence change

PSPMNGTA Undertake enterprise risk management

PSPMNGT704A Undertake enterprise risk management

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria look for evidence that confirms

the knowledge requirements of this unit

the skill requirements of this unit

application of the Employability Skills as they relate to this unit see Employability Summaries in Qualifications Framework

influence on and shaping of diversity management in a range of or more contexts or occasions over time

Resources required to carry out assessment

These resources include

information on diversity leadership and management in the context of public sector management

public sector legislation regulations standards instructions policies practices or procedures that underpin or impact on diversity management in the organisation

case studies and workplace scenarios to capture the range of situations likely to be encountered when influencing and shaping diversity management

Where and how to assess evidence

Valid assessment of this unit requires

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered in a workplace including coping with difficulties irregularities and breakdowns in routine

influence on and shaping of diversity management in a range of or more contexts or occasions over time

a variety of strategic leadership contexts or more such as providing strategic direction to the organisation providing strategic leadership in human resources management

Assessment methods should reflect workplace demands such as literacy and the needs of particular groups such as

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include but are not limited to a combination of or more of

authenticated evidence from the workplace andor training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

Range Statement

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Strategic advantages of workplace diversity may include:

a workplace reflective of local demographics

being an employer of choice

cultural enrichment

economic benefits

equity and fairness

facilitation of attainment of organisation goals

greater capacity for flexibility and responsiveness to change

harmonious, inclusive, supportive work culture

improved community public relations

improved service delivery

increased people management skills

innovative, creative staff

less staff turnover

positive relationship with the community

responsive and valued client service

social benefits

wide competency pool for meeting the organisation's future skill needs

wide pool of talent for recruitment, selection and promotion

wider circulation of agencies' services through informal diversity based networks

Diversity may include:

family responsibilities

gender

interests

interpersonal approach

not fitting the dominant paradigm of the organisation

personality

physical capability

political orientation

race

religious belief

sexual orientation

socio-economic background

thinking styles

work experience

working styles

Matters related to human resources may include:

preparation of duty statements and selection criteria

recruitment and selection

learning and development

performance management

performance appraisal

promotion and retention of staff

employment status

remuneration

employment conditions

work allocation

job design and re-design

organisational restructures

job rotations

acting opportunities

work-life balance

Diversity education may include:

specific training programs for middle and senior managers

core organisational training for a diverse workforce

necessary support programs for a diverse workforce

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)

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 public sector organisations

community organisations

non-government organisations

union and association representatives

boards of management

government

Ministers

Equity and 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

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

inappropriate supervisory treatment of equity group members

culturally inappropriate workplaces

making reasonable adjustment to work processes

quality of service delivery to clients from diverse backgrounds

enabling access to buildings to people with a disability

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

Strategies to communicate with stakeholders may include:

oral advice and guidance

one-on-one meetings

small group meetings

telephone contact and/or electronic mail

information presentations

written documentation

use of plain English

policy and procedure statements

guides

information brochures and pamphlets

online resources

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PSPMNGT702A - Influence and shape diversity management

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Elements and Performance Criteria

Required Skills

Evidence Required

Range Statement