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GSBS6040 Hiring Diverse Population and Integrating Them to Be Part of the Organization Assessment Answer

GSBS6040 Human Resource Management Trimester 3, 2019 PBL Exercise 2: Case study

“I want to not only do things right: I want to do the right thing”.


Diversity and inclusion have been ongoing themes of people management in Australian workplaces. However, as Nankervis et al. (2017, p. 207) suggests, “…all workplaces are diverse, but not all workplaces recognise the extent of their diversity. Nor do they have strategies in place to allow for the effective management of this diversity. It is a question of true inclusion rather than simply writing up more tokenistic policies on equal opportunity simply because they are legally required to do this”.

You have recently been appointed as the Human Resources (HR) manager for a large national organisation based in Sydney, NSW, that employs over 1500 people.

You have just come from a meeting of the senior management team of the organisation with the CEO, where you presented the findings from research conducted by recruiting firm Hays. The research showed many Australian workplaces fell short on achieving diversity in their workforce (see attached article Mapping Australia’s Diversity, that includes a link to the report).

At the meeting, the CEO stated that not only does she want things done right, she wants to do the right thing. As she explained, in addition to complying with legal requirements, she wanted to ensure an inclusive organisation where members from diverse backgrounds, experience and attributes can thrive. She decided that the organisation needs to review its human resource management (HRM) system so as to ensure the HRM policies and practices are up-to-date, and that the organisation’s values of equity, diversity and inclusion are effectively integrated into its HR system.

As the first step of the above-mentioned review of your organisation’s HRM system, you have been asked to conduct research and write a briefing paper to be presented to the senior management team at the next monthly meeting. The CEO has asked that the briefing paper specifically reviews issues relating to gender, age, multicultural/indigenous and disability representation in workplaces.


From the four issues of gender, age, multiculturalism/indigenous and disability, choose ONE

focal issue (that is, either gender, or age, or multiculturalism/indigenous or disability).

Having focused on the one diversity issue, you should then identify three HRM issues covered in the course (such as those concerning HR planning, HR rules and roles, recruitment and selection, training and development, performance management, pay and rewards, health and safety, employee voice, ethics) that would be critical to address in designing an equitable, diverse and inclusive HR system. You are expected to explain why these three HRM issues would be critical in addressing diversity, including the subsequent implications for HRM.

Using the problem-based learning (PBL) method and drawing on both academic research and practical reliable resources (e.g., reports, newspapers, industry/unions/governments websites), write a briefing paper (a research-based essay) in response to the one diversity issue and three associated HRM issues on which you have chosen to focus. You may, if required, specify an industry or business sector in which your organisation operates.

The essay should comprise an introduction and the ‘scoping’ of the problem, including identification of the one diversity issue and the three HRM issues, and a brief statement of the main arguments of the paper. In the body it should then provide substantive content on each of the three HRM issues regarding your nominated diversity issue, that reflects depth and breadth of research as well as practical understanding of the problem and critical analysis of the issues in presenting solutions to the problems. A conclusion should draw together the identified issues, analysis and solutions.

The body of the essay would aim at demonstrating your ability to apply HRM concepts and theories covered throughout the course, including appreciation of the ethical challenges in managing people from diverse backgrounds.

Possible variations:

In writing up this exercise, you may prefer to use one more variations on this scenario. Any variation must be agreed in writing with your Course Co-ordinator before proceeding:

  • you are a consultant for a recruitment firm (rather than an HR Manager);
  • your organisation is a small- or medium- sized enterprise (SME)
  • you work for a large organisation overseas.

Getting started:

  1. Read the article Sherbin, L., & Rashid, R. (2017). Diversity doesn’t stick without inclusion. Harvard Business Review Digital Articles, (February): 2-5. 
  2. Access the Diversity Council Australia website. Diversity Council Australia is the independent not-for-profit peak body leading diversity and inclusion in the workplace. 

Don’t forget to cite these sources and include in your reference list if you use any of the material.


Purpose: The purpose of this assessment is for students to apply the HRM concepts and theories they have learned to practice. In addition, students will demonstrate an appreciation of the ethical challenges in managing people.

Weighting: 40%

Mapping Australia’s Diversity

Over half (58%) of Australian employees want to see more diversity in the workplace, according to a poll of both employers and employees by recruiting experts Hays.

The recruiter surveyed 239 employers and 348 candidates to map diversity in Australian workplaces and found:


  • 66% of employees say their organisation is gender diverse;
  • 48% are not satisfied with the career path available to women at their organisation;
  • 53% say there is not a balance of male and female representation at the senior executive level;
  • 49% of employers say women are equally represented in leadership positions;
  • 69% say a clear maternity leave policy is available.


  • 69% of employees say their organisation has a workforce of various ages;
  • But 43% say their organisation does not value mature-age workers;
  • Just 43% of employers have plans in place to retain mature-aged staff.


  • 66% of employees say their organisation has a workforce of various cultural backgrounds;
  • And 66% of employers are committed to recruiting a multi-cultural workforce;
  • 49% of employees said immigrants face discrimination when it comes to accessing or gaining employment in Australia.


  • 30% of employees say their organisation has a workforce that includes Aboriginal and Torres Strait Islanders;
  • 41% of employers are committed to recruiting Aboriginal and Torres Strait Islanders.


  • 26% of employees say their organisation’s workforce includes people with a disability.

“Many organisations strive for a diverse workforce, but when you look at the current situation in Australia we see that reality falls short of these lofty ambitions,” says Nick Deligiannis, Managing Director of Hays in Australia & New Zealand.

“One problem is that when people think of diversity, they often focus on gender diversity alone. But a truly diverse workforce is one inclusive of people of various genders, ages, cultural backgrounds, Aboriginal and Torres Strait Islanders and people with physical and mental disabilities.

“In this context, few organisations in Australia can claim to truly have a diverse workforce. Many may meet the diversity criteria for one area, such as age, but fall short when it comes to another, such as gender representation,” he said.

“At Hays, we are aware of our role in helping organisations embed their diversity approach in their hiring processes, and sometimes this involves educating hiring managers.”

Nick notes that there are diversity challenges unique to each target group. “When it comes to gender most organisations in Australia have invested time and effort into creating a diverse workforce, but have failed to achieve their desired outcome,” he says. “This is despite Australia’s

population consisting of slightly more women than men and more dual-income families than ever.

“And in terms of age, discrimination is one of the biggest issues on the employment landscape but few employers want to admit to it. Yet older workers find it increasingly difficult to be hired by younger bosses, or are often the first to be laid off in staff retrenchments.

“We are still seeing a significant gap between Indigenous and non-Indigenous employment, and a lot of work needs to be done to close that gap. And as for disability employment in corporate Australia, the statistics are shameful.

“Even when it comes to creating a truly multicultural workforce Australia still has some way to go. Given our multicultural roots, many of the Australian-born children of immigrants have moved into professional, technical and managerial jobs. But skilled migrants still face resistance from some hiring managers, as do refugees,” said Nick.

As News Ltd’s Rupert Murdoch recently said in praise of former refugee, now billionaire Westfield boss Frank Lowy: “(He) came here with a single suitcase. His only real assets were his wit and his willingness to work hard. It turns out that these are the assets that matter most”.i[i]

This is a sentiment we should all remember when it comes to diversity in Australian workplaces.

Finally, in terms of gender diversity Nick has this to say: “At Hays, as a business we are committed to driving a meritocratic, high performance culture where everyone is given equal opportunity to progress based on proven performance against set criteria. Through our industry leading training and development programs, we develop the leadership skills and expertise of our female workforce. This approach has led to strong business results and excellent gender equality outcomes.

“Our gender equality strategy at Hays is to continue to develop and improve our meritocratic and high performance culture which drives business and people results”.


Human Resource Planning


Through this essay, the goal is to focus on the focal points of hiring a diverse population and integrating them to be part of the organization (Access the Diversity Council Australia, n.d.)Through this paper aims that focus would be over the key benefits along with holding the challenges that could be central to managing diversity that can oblige within the workplace (Ali, 2015). Through the case study, the concept of diversity would be obliged with the drivers and how it can be creating a substantial obligation to drawing on examples on the gender diversity. It would also be helpful to focus on the different benefits along with creating challenges of managing diversity belonging to the workplace. As an HR consultant in the workplace, it is important to hire and also approach the different strategies in terms of the organisations that could substantially be able to manage the diversity at work, and it would be helpful to draw key learning points.

One diversity issue

The main diversity issue, which is currently been faced in the organization is on hiring the gender-related people and balance them. The people hired and the organization has to be focused on the diverse case of the work that could be made part of the insular marketplace. Over some time, it would have to be a now part global economy that can make the organization thrive over the competition. It also has to be substantial overcome and also work in align with the diverse factors that have to be creative and can work in terms of maximizing and capitalizing focus on workplace diversity that could create an issue of the management today.

To have a better workforce organization, human resource management has to plan out how well they can assign in terms of managing people that would be part of the employer-employee relationship. It can also create it as a substantial part of the products that would be obligated as per the people in achieving the organizations. It is also how it would be created to the strategic objectives that could define as per the satisfaction that can focus on the individual employee's needs.

The CEO and the HR's main objective is to have to hire more gender-specific and also be able to address how it could denote a well being to measure target that could be achieved concerning a certain time frame.

Diversity management is defined as one of the common clauses of the, rather than governed by the law. It would be involved and also be obligated to work in a similar fashion that can make integrating non-traditional employees (includes women and minorities) that can be made as a part of the system as per the governing workforce. It would be using an obligation to the diversity that has been part of the organization’s competitive advantage, that could be belonging to the workforce diversity characteristics. It would be subjective and be made as a apart of the system that could be resulting in fair and effective utilization concerning the employees.

Employees belonging from diverse backgrounds have to ensure, they are been able to hire the individual talents along with the focused experiences that could further help in terms of the application of work. It would be also be obligated to make with the diverse workforce that it can be an obligation to work as per the skills, experiences, languages, holding the cultural obligations in the company. It would be rational to note, how there can be a provision to ensure steps over the providing service that can help in delivering as per the customers along with potential ways of relating to a variety of viewpoints. The organization's success story can also be derived through an effective approach that could obligate over-improving an organization's success along with focusing on the competitiveness that would be substantially increased “efficiency and effectiveness”.

To rule out how diversity and equality would be obligated as per the HR practices, it is also obligated to mark the HR professionals that would be governed as per the implemented fair and favorable working that can obligate the conditions (Bucker, 2016). The challenge for HR is to ensure, that they can hire the employees, that would have a challenged. In another prospect, how a Managing diversity could also be concretely be related to the control differences that would be obligated to the productive working environment that could be helpful for everyone that can “feel valued”. At the same time, one has to work over all the talents that would be substantial to utilize and meet the standard organizational goal. The problem solving would be as per the, “valuing everyone that could crate a marked individually, it would work in terms of valuing people and with the employees and it could customers and clients". It would be a focus on the that would be obligated to be governed in terms of the social groups that would awareness of ethnic along with the cultural diversity. It would be work in terms of the multi-cultural society that would contributions that would be concrete in terms of the different cultures that would result in society and culture. At the same time, to hold as the diversity can be subjective and also work following the positive factor rather than being negative (Barot, 2015).

Three HRM issues 

Equality would also be noted as a combined effort and it would be objectified with equal participation along with holding the shared responsibilities that would extensively be involved as per the sexes in decision making. It would also be part of the implementation that could cover the wide enriched policies that could be equated to maximize potential production as per the goods and services. In an organization, it is important to consider the efforts of the equality that can be marked with the given opportunities and it would be significant in terms of the efforts and could equate with an equal relationship and would make a mark with the equal balance of both sexes that can make the opportunities that would also substantially hold as per the exercising their rights (Janssens, 2019)

As an HR it would be important to hold equal opportunity approaches that could be devoted and make a mark as a disadvantage. It would also be able to create it as a significant mark towards hiding it as a part of the problems in organizations (Greene, 2019). It would also create a mark to understand it with value-based sources and also be making a mark in terms of the that can be targeted approach of the organization. It is also how an organization would be equated with the opportunity that would adhere to the sundry. It also needs to be six social groups that would be equality along with holding the human Rights Commission Literature that would substantially be equated with the UK’s equality legislation, and it can create it as per the equated gender, age, disability, ethnicity, religion and holds as per the sexual orientation. To have a significant mark, the HR has to create a potential mark that would help to protect as per the laws and also help to cover the disputes that would be objected to the staff and customers to have an equal right fairly and equally.

As per Article VII, part of the 1964 Civil Rights Act, has to focus on the provision of banning the discrimination that could cover the social group. This would be active in terms of the 1963 Equal Pay Act that can oblige as per the formulation in terms of how to balance with the gender-based pay discrimination that would be equated and make a mark with the workers that can also perform same work as a part of the conditions. As a HR it would be important to integrate the Article VII of the 1964 Civil Rights that have been obliged under the USA Equal Employment Opportunity Commission (EEOC), which would make a substantially mark as per the 1965 along with having a free duty enforcement in terms of  the federal acts that could disallows as per the workplace discrimination. It would be helpful to equate as per the Employment Opportunity that can be a significant mark as per the social justice that would be noted with the right that could be treated fairly.

As  part of the significant selection, the obligation to follow the selected and it can be relevant to the ILO instruments as per the Equality:

To include the Equal Remuneration Convention, 1951 (No. 100) it would also be significant in terms of the convention that would equate with equal remuneration as per the workers (men and women) that would equally be able to measure a work in ratifying countries.

Discrimination (to relate with the Employment along with the Occupation) It would be obligated as per the Convention, 1958 (No.111) It would also be equated to hold a convention that could significantly be part of the ratifying nations that could  declare and  would be in position to pursue practices on the basis of the equality of opportunity along with the treatment that could be significant to create a mark as per the  employment along with holding the occupation. It would also be held to eliminate and be part of any distinction, includes an exclusion or preference that could be subjective per the basis of race, color, includes the sex, religion,  be part of the political opinion along with the national extraction or social origin.

HRM concepts and theories

The theory and the concepts govern how there has been a gender inequality that has been part of the work-place that can be gendered stratifications within the larger society. This would also be subjected and made a comparable association with the race- and class-based inequality. It would also be held in terms of the gender inequality discourse that could be significant and be made part of the assertion which would be marked as two sexes. It would be transformed into male advantages along with the female disadvantages (Sammarra, 2017). HRM has to be objectified to relate in terms of exploring theories that would be equated as per the gender inequality, includes an extensive women's unequal treatment that can be part of the paid employment that could be visualized as per the human resource management function. The theory would be based on the manifestations that would be focused on the gender inequality that would be given as per the employment situations that could be focused on the governing relationships. It would be focused on the egalitarian relations that could be focused on the sexes that can be marked as slowly (Winnicott, 2018). As per the theory, projection, their female workers would be subjective in terms of the change process and it would require relevant training and re-training. The gender inequality can be noticed among the people that have been part of the other measures which would assure as per the workplace. The workers have to create a significant mark and also be objectified as per the organizations along with holding significant mark to the governments and it would be part of the supportive measures in place to aid women workers that can also be able to cover and hold as per the work and family demands. It would be important to hold as per the informed resurrected and mark it as an appreciation which would be associated with the women in term of the childbearing along with creating in terms of the women’s participation in paid work. It would be objectified in terms of the civic responsibilities as per the society at large.

Subsequent implications for HRM

To apply the subsequent HRM applications within the process and obligation to match with gender inequality, it has to be inflicted (intentionally or unintentionally) and also include diverse traditional cultural habits. It can create a mark as per the social record status that would help to define an order that could relate to the social and to be part of the societal evolution. It is also important to mark it as per the issue that can have a significant mark towards an interesting cause that could record organizational attitudinal differences that would be denoted as per the women and men. It is important to understand as per the adoption style and also include the HRM approach which would help signify the value based on the developing people that can be defined as per the organizational goals. It is also how the organization would be significantly be held and define per the stressed role as per the individual role to equal involvement. It would also be important to define the problem to the opens that would define the arguments as per the value defined with the people and valuing diversity, and it would also be equated to the promotion of equality that would be equated to the balanced notions. The HR also has to focus over the equated practices which would create an edge for the well trained, well-rewarded balanced relatively secure, and also be an end to create a mark per the committed, motivated and includes the defined involved and empowered workforce that could be associated with them irrespective of gender. The general assumption, how the gender inequality is purely due to the fewer investments that could define as per the equated work-related roles, and it can create an edge per the less committed defined roles of employing organization and it would be defined per the chosen career. The HR also has to equate a balance of the women with the given governing in terms of influencing a management decision based on the selection, appraisal and also be equated to the related factors. It would be helpful in terms of the women's committee that would be marked per the HRM (Triguero, 2016).


Managing diversity could also be concretely be related to the control differences that would be obligated to the productive working environment that could be helpful for everyone that can “feel valued”. At the same time, one has to work over all the talents that would be substantial to utilize and meet the standard organizational goal. The problem solving would be as per the, “valuing everyone that could crate a marked individually, it would work in terms valuing people and with the employees and it could customers and clients”(Ali, 2015). It would be the focus on the that would be obligated to be governed in terms of the social groups that would awareness of ethnic along with the cultural diversity. It would be work in terms of the multi-cultural society that would contributions that would be concrete in terms of the different cultures that would result in society and culture.

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