Valuing Diversity Policy - Assignment Example

?Valuing Diversity Policy Diversity Policy As the leading real e brands of Australia, this organisation warrants maintaining its reputation by recognising, valuing and promoting diversity ensuring an environment free from discrimination, harassment, bullying and vilification (UB, 2010, p.1). 2. Scope This Policy is relevant to all its executive members, employees, suppliers and customers and it outlines the principles, measures, procedures and responsibilities of individuals and executive members to ensure the appropriate management of valuing diversity. 3. Definitions 3.1 “Discrimination occurs when someone, or a group of people, is treated less favourably than another person or group because of their race, colour, national or ethnic origin; sex, pregnancy or marital status; age; disability; religion; sexual preference; trade union activity; or some other characteristic specified under anti-discrimination or human rights legislation. Workplace discrimination can occur in the recruitment and selection; terms, conditions and benefits, provision of training; and selection for transfer, promotion, retrenchment or dismissal” (AHRC, 2011). 3.2 “Harassment occurs when someone is made to feel intimidated, insulted or humiliated because of their race, colour, national or ethnic origin; sex, pregnancy or marital status; age; disability; religion; sexual preference; trade union activity; or some other characteristic specified under anti-discrimination or human rights legislation. It can also happen if someone is working in a ‘hostile’ or intimidating environment. Harassment can include telling insulting jokes or derogatory comments about someone’s race or religion; sending explicit or sexually suggestive emails; displaying offensive or pornographic posters; or asking intrusive questions about someone’s personal life, including their sex life” (AHRC, 2011). 3.3 “Bullying is the repeated less favourable treatment of a person by another or others in the workplace, which may be considered unreasonable and inappropriate workplace practice. It includes behaviour that intimidates, offends, degrades or humiliates a worker”. Bullying may include physical or verbal abuse; yelling, screaming or offensive language; excluding or isolating employees; psychological harassment or intimidation; assigning meaningless tasks unrelated to the job or even impossible jobs; deliberately changing work rosters to inconvenience particular employees; or undermining work performance by deliberately withholding information vital for effective work performance” (AHRC, 2011). 3.4 “Racial and Religious Vilification occur where a person engages in conduct that incites hatred, serious contempt, revulsion or severe ridicule against another person or group of people, because of their race or religious belief or activity” (UB, 2010, p.2). 4. Policy Statement This organisation is committed to valuing diversity, thus achieving trust and confident of the community by not tolerating discrimination, harassment, bullying or racial or religious vilification. Unacceptable behaviour jeopardises the harmonious, safe, positive and productive environment possibly affecting the physical and mental health of an individual. The reputation of not only the individual but also the organisation or employer as a whole will be ruined (AS, 2010, p.9). Reporting of unacceptable behaviour is strongly encouraged for appropriate action against breaches of this Policy. 5. Responsibility 5.1 Employee or individual responsibility: Employees and executive members are to behave ethically and professionally, whilst being responsible for their own behaviour (AS, 2010, p.7) An individual is liable for causing, instruction, inducing, aiding or permitting another to perform a discriminatory or unacceptable behaviour and may be subjected to disciplinary and/or legal action (TRSA, 2011, p.6) Employees to maintain confidentiality not participate in rumours, as this is an act of defamation and they may face action (AS, 2010, p.28). 5.2 Employer’s responsibility Supervisors and managers are liable for any form of discrimination, harassment, bullying or racial/religious vilification committed by employees (TRSA, 2011, p.6) Taking all necessary measures to prevent unacceptable behaviour and ensure all activities are in-line with the principles of valuing diversity (UB, 2010, p.3) Take complaints seriously and undertake necessary actions against unacceptable behaviour or complaints of such behaviour (AS, 2010, p.8). 6. Implementation of Policy The principles of healthy workplace, work-life balance and equal opportunity towards diverse groups to be applied throughout the organisation are (AS, 2010, p.7-19): Promotion of respect, recognition, appreciation and harmony amongst all employees Allowing expression of ideas and creativity without discrimination, harassment or bullying, promoting practices that improve performance of all employees Clear information to employees on what is unacceptable behaviour; the principles and procedures of valuing diversity; and the implications of non-compliance Incorporate valuing cultural diversity in all employment policies including fair recruitment, selection, training, performance appraisal, promotion and all other employee management activities Planning and decision-making to not exclude any individual or group Provision of Employee Assistance Programme (EAP) to assist in the transition and adjustment of different cultural background; reasonable adjustments or coaching to unprivileged or disable individuals enabling them to learn and carry out their job well so they have equal opportunities to develop themselves and be promoted Employees experiencing personal, family, emotional, financial problems or issues pertaining to control of alcohol or drug could be given confidential assistance through the EAP such as counselling or referral to other forms of assistance. 6.1 Reporting, investigation and grievance procedures Handling of complaint may be done through informal or formal means (AS, 2010, p.10-19): 6.1.1 Informal procedure This refers to directly telling the perpetrator on the unacceptable behaviour, requesting them to stop. Clearly describe the behaviour and the implications such as reputation of the perpetrator. Keep a personal record of request made to perpetrator; in the case of repeated behaviour, further action can be taken. If there is sign of unsafe circumstances, stop communication with perpetrator and inform human resource for formal complaint. 6.1.2 Involvement of mediation Mediation is voluntarily involving a trained mediator from within the organisation to assist with discussion and working towards resolution. 6.1.3 Formal procedure This is required when informal approaches failed; management considers behaviour to be too serious or when victim intends to deal with it formally. This consists of: A clear, accessible and formal mechanism allowing confidential reporting of complaint by victim A fair process with prompt response and clear time line in the unbiased investigation and resolution of the complaint Each party involved have the right to be heard and clearly informed on the process and the confidentiality aspects of the investigation Providing protection, support and help such as counselling services if needed Maintain proper records and have measures to protect personal information misuse, loss, unauthorised access, modification and disclosure Upon investigation, a report is to be provided by human resource to the supervisor or manager on whether or not unacceptable behaviour occurred, proposed resolution (if required), recommendation as to whether or not disciplinary action is required in this case and who is in charge of action and observation Clear and fair grievance process enabling complainant and/or the perpetrator to lodge a grievance should they be unsatisfied with the outcome of the investigation Provision of feedback and observation upon disciplinary or preventive action, preventing further threat towards victim whilst ensuring a complete resolution 7. Relevant Legislations 7.1 Commonwealth Legislations Racial Discrimination Act 1975 Sex Discrimination Act 1984 Human Rights and Equal Opportunity Commission Act 1986 Disability Discrimination Act 1992 Disability Standards for Education 2005 Racial Hatred Act 1995 Equal Opportunity for Women in the Workplace Act 1999 Age Discrimination Act 2004 Workplace Relations Act 1996 7.2 State Legislations Australian Capital Territory (ACT) The Discrimination Act 1991 New South Wales (NSW) Anti-Discrimination Act 1977 Northern Territory (NT) Anti-Discrimination Act 1996 Queensland (QLD) Anti-Discrimination Act 1991 South Australia (SA) Equal Opportunity Act 1984 Tasmanian (TAS) Anti-Discrimination Act 1998 Victorian (VIC) Equal Opportunity Act 1995 (AHRC, 2011) Words: 1263 References Australian Human Rights Commission (AHRC) 2011, Good practice, good business: Eliminating discrimination and harassment from your workplace, Australian Human Rights Commission, Sydney, viewed 26 August, 2011, Australian Synchroton (AS) 2010, Diversity Policy (includes Discrimination, Bullying, Harassment & Sexual Harassment), Australian Synchroton, Victoria, viewed 25 August, 2011, Department of Primary Industries, Parks, Water and Environment (DPIPWE) 2009, Workplace Diversity Policy, Department of Primary Industries, Parks, Water and Environment, Tasmania, viewed 25 August, 2011, < http://www.dpiw.tas.gov.au/inter.nsf/WebPages/KMKN-7JE6NF?open> University of Ballarat (UB) 2010, Equal Opportunity and Valuing Diversity Policy, University of Ballarat, Victoria, viewed 25 August, 2011, Thoroughbred Racing South Australia. Limited (TRSA) 2011, Discrimination and Harassment Policy, TRSA, South Australia, viewed 26 August, 2011, Australian Human Rights Commission (AHRC) 2011, A Guide to Australia’s Anti-Discrimination Laws, Australian Human Rights Commission, Sydney, viewed 30 August, 2011, Read More