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Evidence Guide: PSPMNGT702A - Influence and shape diversity management

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

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PSPMNGT702A - Influence and shape diversity management

What evidence can you provide to prove your understanding of each of the following citeria?

Influence organisational culture

  1. The strategic advantage of diversity to the core business of the organisation, the organisation's strategic goals and the demographic profile of the client base is reflected in the leadership position adopted on all matters related to the organisation's human resources.
  2. Diversity strategies and performance indicators are embedded in organisational strategies, policies and senior management performance agreements to mainstream workplace diversity as 'the way we do business' rather than an added requirement.
  3. Initiatives to attract and advance the position of equity groups within the organisation are supported and resourced in accordance with the organisation's diversity objectives.
  4. Diversity education is embedded in induction, on-the-job learning and professional development opportunities provided to staff to support the development of a diverse workforce responsive to a diverse client base.
  5. Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed in accordance with organisational policies and procedures, and legislative requirements to maximise the organisation's strategic advantage.
  6. Organisational culture, working relationships, business outcomes and client feedback are monitored and positive diversity achievements are identified and celebrated in accordance with organisational policy.
The strategic advantage of diversity to the core business of the organisation, the organisation's strategic goals and the demographic profile of the client base is reflected in the leadership position adopted on all matters related to the organisation's human resources.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Diversity strategies and performance indicators are embedded in organisational strategies, policies and senior management performance agreements to mainstream workplace diversity as 'the way we do business' rather than an added requirement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Initiatives to attract and advance the position of equity groups within the organisation are supported and resourced in accordance with the organisation's diversity objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Diversity education is embedded in induction, on-the-job learning and professional development opportunities provided to staff to support the development of a diverse workforce responsive to a diverse client base.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed in accordance with organisational policies and procedures, and legislative requirements to maximise the organisation's strategic advantage.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Organisational culture, working relationships, business outcomes and client feedback are monitored and positive diversity achievements are identified and celebrated in accordance with organisational policy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide strategic direction in diversity management

  1. Future trends and issues that may impact upon workplace diversity are identified, analysed and communicated to senior management, business unit and line managers.
  2. Different leadership styles are modelled and promoted for application in different contexts with a diverse workforce and client base.
  3. The current and future diversity needs of the organisation are identified, and the development of strategies is initiated to address gaps in accordance with organisational policy and procedures.
  4. Key stakeholders are kept informed, in a manner suited to their needs, of what constitutes good practice in the area of diversity management and its potential impact on the organisation.
Future trends and issues that may impact upon workplace diversity are identified, analysed and communicated to senior management, business unit and line managers.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Different leadership styles are modelled and promoted for application in different contexts with a diverse workforce and client base.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The current and future diversity needs of the organisation are identified, and the development of strategies is initiated to address gaps in accordance with organisational policy and procedures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Key stakeholders are kept informed, in a manner suited to their needs, of what constitutes good practice in the area of diversity management and its potential impact on the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Formulate strategic diversity priorities for the organisation

  1. Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a shared vision for the future that provides challenging but realistic objectives to address equity and diversity issues and maximise outcomes.
  2. Strategic priorities are identified that support overall government diversity policy and are embedded in performance measures to encourage staff to be creative and innovative in their approach to attaining the organisation's diversity objectives.
  3. Strategic priorities are communicated to stakeholders using a variety of strategies tailored to their needs and purposes and in such a way as to attract their support.
  4. Implementation is monitored to ensure strategic diversity priorities are addressed through related business unit and individual objectives.
  5. Stakeholders are engaged to contribute to the evaluation of outcomes, and strategies are continued, enhanced or replaced, based on feedback and supporting organisational data.
Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a shared vision for the future that provides challenging but realistic objectives to address equity and diversity issues and maximise outcomes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities are identified that support overall government diversity policy and are embedded in performance measures to encourage staff to be creative and innovative in their approach to attaining the organisation's diversity objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities are communicated to stakeholders using a variety of strategies tailored to their needs and purposes and in such a way as to attract their support.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implementation is monitored to ensure strategic diversity priorities are addressed through related business unit and individual objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Stakeholders are engaged to contribute to the evaluation of outcomes, and strategies are continued, enhanced or replaced, based on feedback and supporting organisational data.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

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

PSPETHC701A Lead and influence ethical practice in the public sector

PSPHR703A Provide leadership in strategic human resource management

PSPMNGT701B Provide strategic direction

PSPMNGT703A Lead and influence change

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 (2 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 (2 or more) contexts (or occasions, over time)

a variety of strategic leadership contexts (2 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 2 or more of:

case studies

portfolios

projects

questioning

scenarios

authenticated evidence from the workplace and/or 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

Required Skills and Knowledge

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 organisation's 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 organisation's 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

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:

age

cultural background

disability

educational level

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

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