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Details of Assessment Term and Year 3, 2020 Time allowed 7 Weeks Assessment No 1 Assessment Weighting 100% Assessment Type Written Responses, Report and Role-Play (Individual Assessment) Due Date Week...

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Details of Assessment
    Term and Yea
    3, 2020
    Time allowed
    7 Weeks
    Assessment No
    1
    Assessment Weighting
    100%
    Assessment Type
    Written Responses, Report and Role-Play (Individual Assessment)
    Due Date
    Week 7
    Room
    Zoom
    Details of Subject
    Qualification
    BSB51918 Diploma of Leadership and Management
    Subject Name
    Emotional Intelligence
    Details of Unit(s) of competency
    Unit Code (s) and Names
    BSBLDR511 Develop and use emotional intelligence
    Details of Student
    Student Name
    
    College
    
    Student ID
    
    Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me.
    Student’s
Signature: ____________________
Date: XXXXXXXXXX_____/_____/_________
    Details of Assesso
    Assessor’s Name
    NADIA CHOWDHURY
    Assessment Outcome
    Assessment Result
    |_| Competent |_| Not Yet Competent
    Marks
     / 100
    Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
    
    Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student.
|_| Student attended the feedback session.
|_| Student did not attend the feedback session.
    Assessor’s
Signature: ___________________
Date: XXXXXXXXXX_____/_____/________
    Purpose of the Assessment
    The purpose of this assessment is to assess the student in the following learning outcomes:
    Competent (C)
    Not Yet Competent (NYC)
    1.1 Identify and use evaluation criteria to determine own emotional strengths and weaknesses
    
    
    1.2 Identify personal stressors and own emotional states related to the workplace
    
    
    1.3 Analyse and document potential emotional triggers in workplace situations which may require determine appropriate emotional responses
    
    
    1.4 Evaluate the impact of own workplace behaviours that demonstrate management of emotions
    
    
    1.5 Use self-reflection and feedback from others to improve development of own emotional intelligence
    
    
    2.1 Respond to the emotional states of co-workers and assess emotional cues
    
    
    2.2 Develop a plan for identifying and responding appropriately to a range of cultural expressions of emotions
    
    
    2.3 Apply techniques to demonstrate flexibility and adaptability in dealing with others
    
    
    2.4 Demonstrate consideration of the emotions of others when making decisions
    
    
    3.1 Create opportunities for others to express their thoughts and feelings
    
    
    3.2 Assist others to understand the effect of their behaviour and emotions on others in the workplace
    
    
    3.3 Develop and implement plans to encourage the self-management of emotions in others
    
    
    3.4 Develop and implement plans to encourage others to develop their own emotional intelligence, to build productive relationships, and maximise workplace outcomes
    
    
    4.1 Identify opportunities to utilise emotional intelligence to increase team performance in line with organisational objectives
    
    
    4.2 Encourage a positive, inclusive emotional climate in the workplace
    
    
    4.3 Use the strengths of workgroup members to achieve team and/or organisational objectives
    
    
    Assessment/evidence gathering conditions
    Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
    Resources required for this Assessment
    1. Computer with relevant software applications and access to internet
1. Weekly eLearning notes relevant to the tasks/questions
    Instructions for Students
    Please read the following instructions carefully
· This assessment has to be completed |X| In class |X| At home
· The assessment is to be completed according to the instructions given by your assessor.
· Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
· Should you not answer the questions co
ectly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
· If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
· Please refer to the College re-assessment for more information (Student Handbook).
STRUCTURE, MARKING ALLOCATIONS AND TABLE OF CONTENT
    Content
    Pages
    Marks
    Marks Achieved
    Part 1 – Written Responses (Total 25 marks for TASK 1)
    Q1: a. Definition of Emotional Intelligence and model
    
    2
    
     b. emotionally effected people
    
    1
    
     c. Goleman’s Model
    
    2
    
    Q2. Emotional intelligence in Managing business:
    
    3
    
    Q3. Building workplace relationships:
    
    3
    
    Q4: a. Communicating effectively to diverse workforce
    
    4
    
     XXXXXXXXXXb. Understanding feeling of client
    
    2
    
     XXXXXXXXXXc. Handling Communication ba
iers
    
    4
    
    Q5. Principles and strategies
    
    4
    
    Total of Part 1
    25
    
    Part 2 – Emotional Intelligence Analysis Report (Total of 75 marks)
    A. Emotional intelligence and Leadership     (10 marks in Total)
    a) Demonstration of Goleman’s mixed model of EI
    
    5
    
    b) Demonstration of The Mayer and Salovey Model of EI
    
    5
    
    B. Emotional Strength and Weakness (5 marks in Total)
    Emotional Strength and Weakness (5 marks)
    
    5
    
    C. Considering factors for project work related stressors (10 marks Total)
    1. Work related stressors and response    
    
    4
    
    2. Reflection of stressors and emotional weaknesses (6 marks in Total)
    Written Questions (6 marks in Total)
    Q1. Personal stressors and emotional weaknesses of others
    
    2
    
    Q2. Personal stressors and emotional weaknesses of own
    
    2
    
    Q3. Control to reduce stressors and emotional triggers
    
    2
    
    D. Self-Reflection and feedback (14 marks Total)
    1. Self -reflection for growth
    
    4
    
    2. Feedback from team membe
    
    4
    
    3. Actions to improved Emotional intelligence
    
    6
    
    E. Cultural Expressions and positive emotional climate (Total 15 marks)
    1. Adapting to Cultural expressions
    
    8
    
    2. Positive emotional climate
    
    7
    
    F. Maslow’s hierarchy theory for fulfilling needs and related emotions (Total 5 marks)
    Maslow’s hierarchy theory for fulfilling needs and related emotions
    
    5
    
    G. Role Play ( Total of 16 Marks)
    
    
    
    Role Play Performance and Script
    
    16
    
    Total of Part 2
    75
    
    TOTAL MARKS OF THE ASSESSMENT
    100
    
T-1.8.1_v3
The learner is required to update and adjust the page numbers and topics based on the amount of their content and the responses made to each task.
Emotional Intelligence - Assessment Task 1 v2, Last updated by NC 10/07/19    Page 1
PART 1– KNOWLEDGE EVIDENCE WRITTEN RESPONSES
This part of assessment comprises the knowledge testing required for the unit BSBLDR511. 5 knowledge questions and you must ANSWER ALL. Use the spaces below to respond to the questions. Weights and marking allocations are in the marking allocating table.
This assessment has been established with the aim to measure your knowledge, and attributes emotional intelligence principles and strategies, the relationship between emotionally effective people and the attainment of business objectives, how to communicate with a diverse workforce which has varying cultural expressions of emotion and explain the use of emotional intelligence in the context of building workplace relationships.
Answer the following questions in the appropriate spaces below:
All responses must:
This activity has been designed to assess your knowledge and understanding of leading and managing a team in the context of emotional intelligence within business organisations.
    Question 1: Definition, model and dimensions: Define Emotional Intelligence? Explain in your own words. Who are emotionally effected people? Based on the Model of Emotional Intelligence’ by Daniel Goleman’s, how can you as a leader develop the dimensions of this model in the context of a business environment?
    a. Emotional intelligence definition XXXXXXXXXX2 marks)
. Emotionally effected people: XXXXXXXXXX1 Mark )
c. Goleman’s model application on a business environment: XXXXXXXXXX2 Marks)
    Question 2: Managing business: Business frameworks and methodologies are endlessly emerging through best practices and ideals to progress efficiency in different organisations. It is vital to examine emotional leadership in workplace settings to gain an inclusive understanding of the complex emotional intelligence concepts. Based on your workplace or any other experience outline what role emotional intelligence played in leading and managing the business? XXXXXXXXXX3 Marks )
Answered Same Day Aug 08, 2021 BSBLDR502 Training.Gov.Au

Solution

Parul answered on Aug 10 2021
110 Votes
T-1.8.1_v3
    Details of Assessment
    Term and Yea
    T320
    Time allowed
    7 weeks
    Assessment No
    2
    Assessment Weighting
    75%
    Assessment Type
    Simulated Workplace Exercises
    Due Date
    Week 7
    Room
    Online Learning
    Details of Subject
    Qualification
    BSB51918 Diploma of Leadership and Management
    Subject Name
    Leadership & Diversity
    Details of Unit(s) of competency
    Unit Code (s) and Names
    BSBLDR502 Lead and manage effective workplace relationships
    
    BSBLDR504 Implement Diversity in the workplace
    Details of Student
    Student Name
    
    College
    
    Student ID
    
    Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me.
    Student’s
Signature: ____________________
Date: _____/_____/_________
    Details of Assesso
    Assessor’s Name
    |_| Wilson Del Rosario |_| Ali Kause
    Assessment Outcome
    Assessment Result
    |_| Competent |_| Not Yet Competent
    Marks
     / 75
    Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
    
    Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student.
|_| Student attended the feedback session.
|_| Student did not attend the feedback session.
    Assessor’s
Signature: ___________________
Date: _____/_____/________
    Purpose of the Assessment
    The purpose of this assessment is to assess the student in the following learning outcomes:
    Competent (C)
    Not Yet Competent (NYC)
    BSBLDR502
    
    
    1.1 Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers
    
    
    1.2 Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role
    
    
    1.3 Facilitate feedback to employees on outcomes of the consultation processes
    
    
    1.4 Develop and/or implement processes to ensure that issues raised are resolved promptly or refe
ed to relevant personnel
    
    
    2.1 Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values are adhered to
    
    
    2.2 Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct
    
    
    2.3 Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process
    
    
    3.1 Use networks to build workplace relationships providing identifiable outcomes for the team and the organisation
    
    
    3.2 Conduct ongoing planning to ensure that effective internal and external workplace relationships are developed and maintained
    
    
    4.1 Develop and/or implement strategies to ensure that difficulties in workplace relationships are identified and resolved
    
    
    4.2 Establish processes and systems to ensure that conflict is identified and managed constructively in accordance with the organisation’s policies and procedures
    
    
    4.3 Provide guidance, counselling and support to assist co-workers in resolving their work difficulties
    
    
    4.4 Develop and implement an action plan to address any identified difficulties
    
    
    BSBLDR504
    
    
    1.1 Establish the nature of diversity in the industry sector, community and workplace
    
    
    1.2 Qualify and quantify the sources of diversity in the industry sector, community and workplace
    
    
    1.3 Research and identify the benefits of having a diverse workforce
    
    
    1.4 Identify and analyse legislation, regulation and enterprise policy that impacts on workplace diversity
    
    
    1.5 Research and identify opportunities and ba
iers to inclusive engagement
    
    
    2.1 Develop and review workplace policies, procedures and planning in accordance with the scope of diversity
    
    
    2.2 Establish where diversity integration meets the needs of the enterprise and diverse persons
    
    
    2.3 Review existing policies, plans and procedures to identify areas where diversity can achieve positive impact
    
    
    2.4 Monitor and review workplace processes to guide implementation
    
    
    3.1 Consult with management and teams to champion the diversity implementation
    
    
    3.2 Ensure work teams incorporate diversity processes into work activity
    
    
    3.3 Establish and enable enterprise and individual support processes
    
    
    3.4 Provide for training and coaching in diversity implementation
    
    
    3.5 Promote and model inclusive behaviours
    
    
    4.1 Conduct regular reviews of diversity integration with relevant persons
    
    
    4.2 Evaluate workplace diversity against workplace policies, procedures and planning objectives
    
    
    4.3 Identify and recommended improvements to diversity integration
    
    
    Assessment/evidence gathering conditions
    Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
    Resources required for this Assessment
    1. Computer with relevant software applications and access to internet
1. Weekly eLearning notes relevant to the tasks/questions
    Instructions for Students
    Please read the following instructions carefully
· This assessment has to be completed |X| In class |_| At home
· The assessment is to be completed according to the instructions given by your assessor.
· Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
· Should you not answer the questions co
ectly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
· If you are not sure about any aspects of this assessment, please ask for clarification from your assessor.
· Please refer to the College re-assessment for more information (Student Handbook).
ASSESSMENT BRIEF
Note: The organisational details used in this assessment have been mostly sourced (and to some extent paraphrased) from the organisation’s website and other relevant external sources. Several of the organisational information within this context is imaginary or modified for the purpose creating simulated workplace scenarios. Sourced information used here are solely for educational purposes.
This assessment comprises simulated workplace exercises that are similar to work roles done in real environment. You are required to complete all the tasks as provided in the structure and provide evidence or work through competing, forms, providing guidance, engaging in collaboration, developing systems, procedures and policies.
Using the structure and tasks provided in this assessment, you must work towards leading and managing workplace relationships and implementing diversity at your workplace fo
· An enterprise of your choice (within Australia), or
· Use the simulated organisational context of Woolworths Supermarket.
You will be working towards performing the following tasks within the simulated work environment or your chosen organisation. If you have chosen your own work environment, you will need to a
ange and gather several relevant documents from your workplace to analyse review and modify for the purpose of assessment requirements.
· identify diversity, cu
ent and potential, within the industry sector, community and workplace
· research and apply relevant legislation, regulation and business policies on diverse workforce
· review and apply workplace policies, procedures and plans to identify opportunities for improved inclusiveness and diversity
· monitor, review and evaluate processes in the workplace relevant to diversity issues
· support and encourage workplace diversity and champion the benefits of diversity
· develop processes to manage ideas and information
· establish policies to ensure organisation’s cultural diversity and ethical values
· provide leadership through own behaviour
· plan and manage the use of networks to support identifiable outcomes for the organisation
· develop and/or implement processes and systems to manage difficulties
SIMULATED CASE ORGANISATION (If not using your chosen workplace)
Note: The organisational details used in this assessment have been mostly sourced (and to some extent paraphrased) from the organisation’s website and other relevant external sources. Several of the organisational information within this context is imaginary or modified for the purpose creating simulated workplace scenarios. Sourced information used here are solely for educational purposes.
WOOLWORTHS SUPERMARKET (Simulated Workplace)
History and Origins (sourced)
Woolworths Supermarkets (is known as "Woolies") is an Australian supermarket/grocery store chain owned by Woolworths Group. Founded in 1924, Woolworths along with Coles forms a near-duopoly of Australian supermarkets accounting for about 80% of the Australian market. Woolworths mostly specialises in selling groceries (vegetables, fruit, meat, packaged foods, etc.), but also sells magazines, DVDs, health & beauty products, household products, pet and baby supplies and stationery items. Woolworths cu
ently operates about 1000 stores across Australia: 976 Supermarkets and an additional 19 "Metro" convenience stores ca
ying the same logo. Woolworths also operates Woolworths Online (at Woolworths.com.au), originally known as "HomeShop", as a "click and collect" and home shopping delivery service. For more information on the organisation and the operations, please visit the organisation’s website at https:
www.woolworths.com.au/.
Woolworths Group, formerly called Woolworths Limited, was founded in September 1924, originally under the name "Woolworths Bazaar Ltd.", a play on the internationally renowned F. W. Woolworth name. After discovering the name had not been registered in Australia, and Woolworths had no plans for overseas expansion, the company became "Woolworths Limited" on 22 September 1924. Following the company's first "Bargain Basement" opening in the Imperial Arcade, on Sydney's Pitt Street, there was little interest in shareholders to accelerate the
and's growth. However, as trading continued and shareholders
ought more capital, the dividends paid by the company increased from 5% to 50% after its third year of operation.
Consumer interest in the company grew after December 1924, as more
anches of the store were established across Australia. Woolworths stores began selling a variety of goods, claiming the cheapest prices as well as money back guarantees. At the forefront of innovation in Australia, Woolworths stores became the first variety store in the world to install receipt printing cash register machines in 1926. Nearly twenty years after the company's establishment, Woolworths had a store in every state in Australia, following the opening of their Hobart store in 1940. With the company and its stores doing successfully, Woolworths began to experiment with expanding their grocery range; more stores began stocking fresh fruits and vegetables and a larger range of food. As the organisation began to gradually transition to becoming exclusively a grocery store, this saw the creation of the first "Big W" store in 1955, the
and's department store counterpart.
Organisational Mission, Vision and Strategies (sourced)
The organisational mission is to have Customers put themselves 1st across all their
ands. To achieve this they have six priorities:
1) Customer 1st Team 1st Culture
2) Connected, Personalised and Convenient Shopping Experiences
3) Differentiate our Food Customer Propositions
4) Accelerate Innovation in our Drinks Business
5) Unlock Value in our Portfolio
6) E2E Processes - 'Better for Customers' and 'Simpler for Stores'
Figure sourced from organisational website
It all starts with building a great retail team that listens to customers, team members and suppliers. Through their Voice of the Customer programme across their
ands, the store teams and Support Office receive daily feedback from the customers. Which means the programme team can focus every day on continuing to improve offer and shopping experience for their customers.
Slogan & Branding (sourced)
In 1987, Woolworths launched their "The Fresh Food People" campaign, the fundamental campaign that existed until 2012, when they slightly modified their long-running slogan with "Australia's Fresh Food People" to promote the fact that 96% of fresh produce sold in Woolworths supermarkets is grown in Australia. In 2014 they
ought the original "The Fresh Food People" slogan along with a new commercial line-up.
Woolworth Rewards and credit card (sourced)
In September 2007, a trial began in central west New South Wales of Everyday Rewards, a Woolworths shopping card that automatically tracks supermarket purchases and stores fuel discount entitlements, thus eliminating the need for shoppers to retain paper coupons previously used for this purpose. In addition it allows Woolworths to record purchases made by customers to offer them relevant promotions and for studies in demographics and marketing, hence incentives for customers who register their details. This followed Woolworths' announcement that it was planning to launch a general purpose credit card in 2008. Woolworths is expected to offer these credit cardholders reward vouchers redeemable throughout its store network. Woolworths subsequently announced that the Woolworths Everyday Money MasterCard would be launched on 26 August 2008 and allows customers to earn shopping cards redeemable at Woolworths group retailers. Woolworths stated in June 2008 that "well over a million" shoppers had taken a card and registered their details. In August 2008, Woolworths stated that there were 3.8 million cards on issue, with 2.4 million cards registered.
Own or Private label
ands (sourced)
Woolworths has a range of generic or private label
ands as follows:
Essentials: A budget label covering everyday household products and groceries. Products within this range typically feature a red and white Woolworths logo on the top left corner on the front side of the packaging.
Woolworths Food Range: Woolworths' most populous own
and range, it features food lines in all categories across the store. Products in this range feature a green and white logo. Customer can become part of a food sampling group called "Bunch" in order to test foods within this range and provide feedback to make improvements.
Gold: This own
and features premium products which are usually only available around Christmas time, and include products such as Christmas puddings, fruit mince pies and cakes.
Macro Wholefoods Market: Macro features a range of foods that are free from artificial sweeteners, colours, flavours, added MSG and hydrogenated oils. Many products in this range are promoted as organic foods.
Delicious Nutritious: This range is collaboration between Woolworths and Australian personal trainer Michelle Bridges. The range is exclusively chilled and frozen meals, all of which include 2-3 serves of vegetables, grains and protein, and are all less than 450 calories per serve.
The Odd Bunch: This is a fresh produce
and which features fruit and vegetables, such as ca
ots, lemons and apples that are oddly shaped or are otherwise imperfect. These products are sold at a cheaper price as a compromise to this.
Other Woolworths Limited supermarkets (sourced)
Woolworths used to trade as Safeway in all Victorian locations. From 2008, Safeway
anded stores have been progressively
anded as Woolworths. The entire re-
anding process had been calculated to take approximately five years, ending in early 2013; however some stores still traded under Safeway
anding after the expected completion period. In June 2017, the last Safeway store in Wodonga closed down and was converted to a Woolworths, ending the existence of the Safeway
and in Australia after 54 years. Caltex Safeway also operated in Victoria service stations until they converted to Caltex Woolworths from 2010. In Tasmania, Woolworths traded as Roelf Vos and Purity prior to being re
anded as Woolworths in 2000.
In New Zealand, Woolworths trades as Countdown. It also operated supermarket
ands Foodtown and Woolworths until November 2011, which were re
anded as Countdown.
Food For Less is a discount supermarket chain located in Queensland and New South Wales.
Flemings is a group of four supermarkets located in Sydney and the Central Coast. There are few of the stores left.
Woolworths launched Thomas Dux Grocer in two New South Wales locations in 2008. Thomas Dux Grocer stores have a larger fresh food offering than traditional Woolworths stores, along with a larger delicatessen section.
Commitment to Sustainability (sourced)
The organisation mentioned that it recognises the environmental impact it has across the value chain and will work with suppliers, service providers and operations to innovate for a healthy planet. It stated that it will move to a circular economy, source environmentally sustainable commodities and respond to climate change. In 2018, Woolworths made a historical decision to ban single-use plastic bags during checkout, along with Coles. It's been reported by the organisation that in the first 3 months following the ban, Australian's plastic bag use dropped by 80%, leading to 1.5 billion fewer bags going to landfill. The organisation is also committed to the following other sustainability areas:
· Animal welfare
· Sustainable seafood
· Sustainable forestry products
· Responding to climate change
· Commitment to customers and community
To read more on their sustainable programs, see the links provided.
Privacy Policy (sourced)
Woolworths value the trust of customers and take the protection of their personal information seriously. As a result the company encourage customers to read and make sure they understand the updated Privacy policy. If there are any questions regarding its contents, customers should contact the Privacy team, whose contact details are contained in the updated policy. To read more on their privacy policy, see the links provided.
Organisational / Workplace Diversity (relevant to simulated context)
The organisation formally stated that they value diversity across. Customers should see in Woolworths' people a reflection of themselves and their communities. In this strategy they em
ace targets that support diversity and, hand in hand with this aim, tolerance and respect. Cu
ently the organisation has set 8 important targets and objectives to reach their diversity strategy. These goals are to be aligned with organisational operational goals set by every
anch/supermarket managers.
    Numbe
    Targets and Objectives
    1
    At least 40 per cent of executive and senior manager positions to be held by women.
    2
    No salary wage gap between male and female employees of equivalent positions on a per hour rate at all levels of the company, with a step change improvement in closing any gaps by 2 years time.
    3
    100 per cent of those responsible for hiring new team members to have completed unconscious bias training.
    4
    Continue the focus on driving cultural diversity, with a commitment that by 2020 the Woolworths Group team will truly reflect the communities we serve.
    5
    Proportion of Indigenous team members to equal Federal Government Employment Parity contract. Once achieved, 2 per cent of our Store Operations team members will be Indigenous.
    6
    Proportion of Indigenous graduates to equal Federal Government Employment Parity contract. Once achieved, 2 per cent of our Graduates will be Indigenous.
    7
    Achieve Gold Tier employer status in Australian Workplace Equality Index (AWEI) for Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) inclusion.
    8
    We are committed to maintaining a workplace that safeguards the health and wellbeing of our people, customers and visitors.
Relevant Organisational Policies for Simulated Workplace Tasks (relevant to simulated context)
    Policy Name
    Document
    Diversity Policy
    
    Employee Relationships and Code of Conduct
    
    Corporate Responsibility Strategy
    
    Privacy Policy
    
    Work Health and Safety Policy
    
    Woolworths Wage sheet 2019
    
    Woolworths Supermarkets Agreement
    
The Woolworths People Portal for Sharing Ideas and information (relevant to simulated context)
In order to ensure effective workplace relationships in its workplaces, the organisation has also setup a People Portal where employees (aka. Team Members) from any group or classifications can communicate to others and get social. The platform is also used to centrally communicate news and provide staff with secure access to policies, procedures and support materials relating to people management processes. For details on portal code of conduct, please refer to the additional links.
Additional research links on the case organisation
You are also encouraged to conduct further Internet research on the case organisation for specific tasks that may require review and analysis of existing organisational information. For example, organisational mission, vision and objectives can be identified from the organisational website and from the annual reports. The following are some links to the organisational information.
· Organisational website – https:
www.woolworths.com.au
· Performance, Investment and Annual Reports - https:
www.woolworthsgroup.com.au/page/investors/our-performance
eports/Reports
· Diversity News- http:
crs.woolworthsgroup.com.au/news
· News on workplace diversity and relationships - https:
www.woolworthsgroup.com.au/page/media/Latest_News/woolworths-steps-up-super-contributions-for-team-members-on-parental-leave
· Sustainability Report - https:
www.woolworthsgroup.com.au/icms_docs/195398_2018-sustainability-report.pdf
· Corporate Governance Statement - https:
www.woolworthsgroup.com.au/content/Document/2018%20Corporate%20Governance%20Statement.pdf
· Woolworths People Portal for sharing ideas and information - https:
wowpeople.woolworths.com.au/content/Login/Terms_and_Conditions.html
CONTEXT & SCENARIO
You have recently joined the simulated organisation (or work within the organisation of your choice) as the People and Culture Manager for Woolworths Supermarket head office. Your job role has numerous responsibilities and you are to manage the workplace relationships, implement harmonious work culture and implement diversity.
Cu
ently there are some relevant systems, policies & procedures that are in place (see the linked documents) for the organisation but based on the predicted goals and objectives of the company, you will need to improve on these systems, practices and policies to ensure that the goals are being met. Refer to the simulated organisation information (especially the sections on Organisational / Workplace Diversity; Workplace Diversity Targets; The Woolworths People Portal for Sharing Ideas and information; and Relevant Organisational Policies) to identify the future goals of the organisation. You are being advised by the management (company’s Director, People and Culture) to redesign and ensure all strategies relevant to managing workplace relationships and workplace diversity are in place according to recent legislations and best practices. To do this you will:
· identify diversity, cu
ent and potential, within the industry sector, community and workplace
· research and apply relevant legislation, regulation and business policies on diverse workforce
· review and apply workplace policies, procedures and plans to identify opportunities for improved inclusiveness and diversity
· monitor, review and evaluate processes in the workplace relevant to diversity issues
· support and encourage workplace diversity and champion the benefits of diversity
· develop processes to manage ideas and information
· establish policies to ensure organisation’s cultural diversity and ethical values
· provide leadership through own behaviour
· plan and manage the use of networks to support identifiable outcomes for the organisation
· develop and/or implement processes and systems to manage difficulties
Various stakeholders in this context (for the simulated organisation Woolworths Supermarket)
· People and Culture Manager – You
· Director, People and Culture – Your traine
· Stakeholders, Specialists, Team members, and External People – Your fellow learners
What is required?
Using the sequential TASKS provided, you are required to lead and manage workplace relationships and as well as implement diversity for an enterprise of your choice (within Australia) or use the simulated workplace context of Woolworths Supermarket. Whether you choose your own workplace or the simulated workplace, to demonstrate competency you will complete all tasks following the exact structure provided next.
STRUCTURE & MARKING ALLOCATIONS
SIMULATED WORKPLACE EXERCISES
(Key elements required for the assessment. Traine
Assessor use for marking purposes)
    STRUCTURE & CONTENT
    MARKS ALLOCATED
    MARKS RECEIVED
    1. MANAGE IDEAS AND INFORMATION
    
    
    1A. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers
    6
    
    1B. Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role
    4
    
    1C. Facilitate feedback to employees on outcomes of the consultation processes
    2
    
    1D. Develop and/or implement processes to ensure that issues raised are resolved promptly or refe
ed to relevant personnel
    2
    
    2. SCOPE WORKFORCE DIVERSITY
    
    
    2A. Establish the nature of diversity in the industry sector, community and workplace; identify the benefits of having a diverse workforce; and the ba
iers to inclusive engagement
    4
    
    2B. Qualify and quantify the sources of diversity in the industry sector, community and workplace
    6
    
    2C. Identify and analyse legislation, regulation and enterprise policy that impacts on workplace diversity
    4
    
    3. INTEGRATE DIVERSITY INTO WORKPLACE AND ESTABLISH SYSTEMS TO DEVELOP TRUST
    
    
    3A. Develop and review workplace policies, procedures and planning in accordance with the scope of diversity; Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values are adhered to; Establish where diversity integration meets the needs of the enterprise and diverse persons; Monitor and review workplace processes to guide implementation
    8
    
    3B. Review existing policies, plans and procedures to identify areas where diversity can achieve positive impact
    2
    
    3C. Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct; Consult with management and teams to champion the diversity implementation; Ensure work teams incorporate diversity processes into work activity
    4
    
    3D. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process; ; Promote and model inclusive behaviours
    2
    
    4. IMPLEMENT DIVERSITY ACROSS THE WORKPLACE
    
    
    4A. Establish and enable enterprise and individual support processes
    4
    
    4B. Provide for training and coaching in diversity implementation
    5
    
    5. REVIEW AND EVALUATE DIVERSITY IN WORKPLACE
    
    
    5A. Conduct regular reviews of diversity integration with relevant persons; Evaluate workplace diversity against workplace policies, procedures and planning objectives; Identify and recommended improvements to diversity integration; Conduct ongoing planning to ensure that effective internal and external workplace relationships are developed and maintained
    8
    
    6. MANAGE WORKPLACE NETWORKS AND RELATIONSHIPS
    
    
    6A.Use networks to build workplace relationships providing identifiable outcomes for the team and the organisation
    2
    
    7. MANAGE DIFFICULTIES TO ACHIEVE POSITIVE OUTCOMES
    
    
    7A. Develop and/or implement strategies to ensure that difficulties in workplace relationships are identified and resolved; Establish processes and systems to ensure that conflict is identified and managed constructively in accordance with the organisation’s policies and procedures
    6
    
    7B. Provide guidance, counselling and support to assist co-workers in resolving their work difficulties; Develop and implement an action plan to address any identified difficulties
    6
    
    APPENDIX 1 (Screenshots, video links, etc)
    
    
    APPENDIX 2 (references and external resources)
    N/A
    
    TOTAL MARKS
    75
    
Important Note: You must provide screenshots of using an online collaboration platform for tasks 1A, 1B, 1C, 6A, (4A optional) and also provide a recorded video link that you have made for task 4B. Assessment tasks starts from next page.
TASK 1: MANAGE IDEAS AND INFORMATION
In TASK 1, you are required to:
A. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers
B. Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role
C. Facilitate feedback to employees on outcomes of the consultation processes
D. Develop and/or implement processes to ensure that issues raised are resolved promptly or refe
ed to relevant personnel
1A. In this task, you will ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers.
Scenario: After your first term, your director has told you to review the policy (within the simulated workplace - Employee Relationships Code of Conduct or a Code of Conduct/Employee Handbook from your chosen workplace) and identify any issues and find areas for improvement.
    AREAS FOR IMPROVEMENT IN EXISTING PRACTICES
    Employee Relationships Code of Conduct: (use bullet points, at least four improvements)
· There is a scope of improvement in way people provide feedback in the team. At present the feedback is very limited in nature and can only be given top-down. However, I feel that feedback needs to be bi-directional and given regularly
· Second area is employee engagement. I think people aren’t willing to go beyond their defined set of responsibilities because they aren’t engaged with the work and organisation. They need to feel connected with the organisation in order to perform and consider their job more than just a transaction
· Third are of improvement is lack of open platform to communicate effectively. Employees feel motivated if they can voice their opinion and get to interact with leaders. Such platform where there can be dialogue session becomes highly critical for proper employee relationship
· Fourth aspect is lack of Transparency. This is very important since employees tend to lose faith if there is no transparency in the policies implemented. Each policy and subsequent changes need to be communicated transparently to the employees without any hidden agenda.
Scenario: The next step is to communicate the new information (four improvements) in regards to employee work responsibilities and code of conduct to all team members of the organisation using the new INTRANET Collaboration System that you have created for every employee. For this task you will need to open one account in one of the online communication platforms Bitrix24 (or any other) to send a notice/message to “All team Members” (use another learner’s account to send message) on the new code of conduct along with the existing codes to ensure that they are aware of work responsibilities. Once completed, please provide a screenshot of your notice/message in the space box below.
    COMMUNCIATION OF WORK RESPONSIBILITIES & CODE OF CONDUCT
    Dear All Team Members,
Hope you are doing Good and Staying Safe!
As you are aware that, there were four major gaps identified in the existing Code of Conduct which was highlighted in the Employee Survey Conducted this year. With reference to that, HR team along with senior management have revamped the existing Code of Conduct and designed it to incorporate the gaps identified. While we tend to keep our strengths strong we strive our best to improve on the areas which are comparatively weak. Together, we can enhance our employee engagement and experience where we can become more conducive to growth and development.
Thanks & Regards
Kevin Roggers
HR, People Manage
1B. In this task, you will develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role.
Scenario: Using the same INTRANET Collaboration System (e.g. Bitrix24) you have chosen for the organisational communication and consultation, you are now required to get feedback and ideas from your organisational team members on their work roles. For this task you will need to request two of your team members (fellow learners) to give their opinions, ideas or concerns about the new code of conducts or the existing codes of conduct that are in effect. Such ideas, concerns could be supporting new team members, accommodating team members from other religions or culture, assisting during peak times, supporting hand during manual handling, etc. Look into the code of conduct for more areas. Once completed, please provide a screenshot of your notice/message in the space box below.
    CONSULTATION WITH TEAM MEMBERS ON WORK RELATED ISSUES
    First Team Member – I feel women are not considered as equal in the organisation while considering important leadership position. They need to prove their credibility multiple times to get the same position as compared to their male counterparts. I suggest, policy requires re-designing that stop stereotyping women and establish opportunities that promote them inherently.
Second Team Member – I feel there is no collaboration between the employees from different culture in the organisation. One of the reasons is that there is no inter-group activities associated that provides common platform to interact with another culture beyond work. Furthermore, I think there is requirement of cross-cultural training in order to look beyond stereotypes as well as several cognitive biases
1C. In this task, you will facilitate feedback to employees on outcomes of the consultation processes.
Scenario: Based on the comments, concerns and ideas provided by your team members in regards to the code of conduct and work roles, you are now required to provide feedback to them and address those concerns they have highlighted. You will be using the same INTRANET Collaboration System (e.g. Bitrix24) you have chosen previously to provide feedback to your team members and address their comments, concerns and ideas in your feedback message. Once completed, please provide a screenshot of your notice/message in the space box below.
    FACILITATE FEEDBACKOF WORK RESPONSIBILITIES & CODE OF CONDUCT
    At first, I would truly like to thank you for providing honest feedback regarding the existing concerns in the organisation. Definitely, we as a team value your suggestion and would try our best to incorporate it in our work policies and procedure.
I am here to provide an acknowledgement that we have heard your concern, understood your feedback and working on ways to incorporate your suggestions. For instance, you felt that women are not considered as equal in the organisation while considering important leadership position. They need to prove their credibility multiple times to get the same position as compared to their male counterparts. For this we are
inging an initiative were the policy mandates to provide the role of leadership on the proven criteria of merit and strictly considering no other stereotypes.
Second major concern voiced was no collaboration with the employees. For this, policy incorporated monthly mixer events that calls for employees to interact and participate in events.
Furthermore, we are
inging another initiative where employees would be trained about other cultures and there would be cross-cultural training in order in enhancing diversity better in the organisation.
1D. In this task, you will develop and/or implement processes to ensure that issues raised are resolved promptly or refe
ed to relevant personnel
Scenario: Based on the issues, concerns and ideas identified by your team members and your feedback to them, you will now create an action plan to address the issues raised.
    EMPLOYEE RELATIONSHIPS AND WORK ROLES - QUARTERLY ACTION PLAN
    Month
    Issues, Concerns, Ideas, Tasks, or Goals for the month
    Actions on Issues
    Deadline
    Responsible Person
    Septembe
    Frequent Promotion of Men over Women
    Women are not considered as equal in the organisation while considering important leadership position. They need to prove their credibility multiple times to get the same position as compared to their male counterparts. For this we are
inging an initiative were the policy mandates to provide the role of leadership on the proven criteria of merit and strictly considering no other stereotypes.
    28th Septembe
    Elena Jackson
    Octobe
    - No collaboration with the employees from different cultures of background
    For this, policy incorporated monthly mixer events that calls for employees to interact and participate in events.
    30th Octobe
    Jane Pearson
    Novembe
    -Prevailing Stereotypes and limited knowledge about other culture
-
    Employees would be trained about other cultures and there would be cross-cultural training in order in enhancing diversity better in the organisation.
    25th Novembe
    Jasmine
    Process Implemented by: Jamie Peters
Position: HR Director Date: 10th August, 2020
TASK 2: SCOPE WORKFORCE DIVERSITY
In TASK 2, you are required to:
A. Establish the nature of diversity in the industry sector, community and workplace; identify the benefits of having a diverse workforce; and the ba
iers to inclusive engagement
B. Qualify and quantify the sources of diversity in the industry sector, community and workplace
C. Identify and analyse legislation, regulation and enterprise policy that impacts on workplace diversity
2A. In this task, you will review and establish the nature of diversity and identify the benefits of diverse workforce and the ba
iers to diversity which is relevant to your industry (or the simulated workplace which is the retail industry).
Research some diversity articles and news on your industry or the simulated workplace to establish the nature of diversity, identify the benefits of having a diverse workforce and the ba
iers to diversity.
For Woolworths Supermarket refer to the links below or more from the Internet
· Woolworths ranked 1st in Australia and 14th globally in diversity index - https:
www.afr.com
usiness
etail/woolworths-ranked-1st-in-australia-and-14th-globally-in-diversity-index-20180906-h150g8
· Real diversity boosts business’ bottom line - https:
www.insideretail.com.au/news
eal-diversity-boosts-business-bottom-line-201706
· Retailers tackle diversity problem - https:
internetretailing.com.au
etailers-tackle-diversity-problem
· The economic benefits behind diversity - https:
www.afr.com/news/special-reports/evolution-of-finance/afr14srwomenevolveoctober--20151013-gk84k7
· Ba
iers to participation - https:
communitydoor.org.au/culturally-and-linguistically-diverse
a
iers-to-participation
    
ESTABLISH THE NATURE OF DIVERSITY, IDENTIFY BENEFITS OF & BARRIERS TO DIVERSITY
    Working environments that are seen as assorted have the most significant levels of worker commitment. Basically, we are for the most part unique regarding sex, race, character, sexual direction, age, religion or culture. These distinctions can offer ascent to various imminent and spotlight on planning creative answer for new business issue. Association can utilities these distinctions in the planned and perspective to accomplish objectives and destinations. Associations that can grasp the criticality of decent variety in workforce perform much better both monetarily and socially. At the point when representatives work with others with various foundation they have the chance to gain from each other in this manner produces better items and administrations. Besides, having a positive work environment additionally cultivate a positive workplace where representatives feel more locked in. This is a fundamental foundation for development and advancement of the worker just as organization. Fundamentally, the hidden guideline of assorted variety is having an alternate forthcoming that comes from how one grew up, the beneficial encounters and so forth.
Challenges that are potentially witnessed for incorporating Diversity in Corporate
· Acceptance to Change
· Underlying differences in culture
· Belief of Change
· Variation in prospective due to Generation Gap
· Ba
iers in clear Communication
Capacity to work with individuals who are not normal for you really
ings a ton of innovativeness and development in the group moulding a solid association across culture. In this way, Diversity at work environment is the way to fruitful advancement in the business, joining various societies and encounters expands appreciation for buyer needs. This upgrades their enthusiasm with the customers showing that there are many mutual interests in both you. Generally, making a culture where all the distinctions are acknowledged and included makes the organization more dependable and legitimate. Besides, decent variety and incorporation assists with making a positive notoriety of the organization in the business. Customers are happy to connect with the association that has a differing and comprehensive work culture. A differing scope of representatives will be pulled in to the work in the earth. This even establish a solid framework of drawing in differing set of up-and-comers who might be trying to turn into a piece of a solid work culture. Basically, assorted variety and balance in the workforce supports singular commitment and duty in this manner upgrading the profitability and execution. This additionally sets a solid favorable place for innovativeness and advancement in this way setting the organization to totally new degree of cooperation and intensity. By the righteousness of actualizing assorted variety and consideration technique, association can shape their conduct that helps in filling the holes in the business; in this way reinforce development of the business. Representatives from different establishments have different experiences and points of view, which is the explanation they can, will convey a
anged responses for the table. In this way, too as can be normal be picked sooner, which prompts snappier basic reasoning.
Actualizing assorted variety and consideration activities in Airstrip effectively can include three fundamental stages:
· Designing working environment procedure to incorporate and accept different workforce
· Evaluation of the activities and following achievements
· Open and straightforward input
As appropriately stated, "assorted variety is the blend. Incorporation is making the blend work", with assorted variety in workforce there is wide stage for the association to conceptualize and by ideals of consideration, there is strong power to impart these thoughts without hesitation. Representatives feel more connected with and inspired to perform better just as fulfilled at work. In addition, with assorted variety and incorporation in real life ability all over the world might want to turn out to be a piece of the triumphant culture. Actually, with this methodology all the partners might want to be related with the
and that has solid spotlight on grasping decent variety and incorporation. Actualizing assorted variety and incorporation in the workforce has become a key column to progress. With the appearance of globalization and activities occu
ing in various topographies, pioneers have understood that they can't matter old answers for new business issues. The cu
ent need of the business is to
ing imaginative ways that can drive new stream of incomes and produce new deals. This must be conceivable if the association has a solid workforce and community culture. By the excellence of decent variety and incorporation, association can drive serious and community culture that is fundamental for the association. With various workers there is inflow of new thoughts and way to deal with tackling an issue is greatly upgraded.
2B. In this task, you will qualify and quantify the sources of diversity in the industry sector, community and workplace.
Scenario: You will need to refer to your organisation’s diversity targets (provided in case information or in the attached documents related to organisation), cu
ent diversity statistics and numbers, Australian workplace diversity statistics or average, Industry benchmarks to diversity, and cu
ent practices to diversity in Australian workplaces.
In addition, refer to your organisation’s diversity numbers from other sources and visit Diversity Council Australia’s webpage (https:
www.dca.org.au
esearch/project
enchmarking-diversity-and-inclusion-practices-australia) for relevant information on diversity numbers.
Provide a snapshot of key diversity statistics relevant to your work organisation and also relevant to the industry. For reference two examples are provided.
    QUALIFY AND QUANTIFY THE SOURCES OF DIVERSITY
    Diversity Information (with organisation or industry mentioned)
    Key Statistics or Numbers
    Source
    Nike
    Nike is training his 10,000 chiefs and managers worldwide to experience compulsory assorted variety preparing and oblivious predisposition mindfulness preparing for all workers. Another decent variety ability procurement group will guarantee there are different contender for open positions. The organization is making an administration preparing project to assist workers with taking a crack at business college and giving mentorship projects to ladies and minorities.
    https:
www.businessoffashion.com/articles/news-analysis/nike-looks-to-transform-troubled-workplace-culture-with-new-diversity-initiatives
    Women Representation
    Nike said it expanded VP-level portrayal of ladies by 4% to 36% universally and VP-level portrayal of U.S. unde
epresented bunches by 3% to 19%. The
and likewise prevailing with regards to a
iving at worldwide compensation value proportion for men to ladies, and white to unde
epresented bunches in the U.S.
    https:
footwearnews.com/2019
usiness/opinion-analysis/nike-diversity-leadership-stats-black-african-americans-latino-hispanics-1202782907
2C. In this task, you will identify and analyse legislation, regulation and enterprise policy that impacts on workplace diversity
Scenario: By now you have analysed the scope of diversity in your workplace, industry and the community, you will now need to identify and analyse legislation, regulation and enterprise policy that impacts on workplace diversity. To do this you will need to refer to the following and analyse their impact on your workplace. Identify at least four impacts in the areas of diversity at your workplace. One example provided.
· Woolworths Supermarket Agreement (linked here or in organisational documents) in or your own organisation’s enterprise agreement
· Australia’s anti-discrimination law
· Equal opportunity and diversity
· Diversity Legislation
· Fair Work Act 2009
· Bullying and harassment in the workplace
    IDENTIFY AND ANALYSE RELEVANT LEGISLATION, REGULATION AND ENTERPRISE POLICY
    Relevant Act, Legislation, Organisational Enterprise Agreement
    Area of diversity in your workplace
    Your Analysis and findings on the impact
    Anti-Discrimination Law
    Equal opportunity and diversity
    Employment Program at Nike
    
Diversity Legislation
    In order to expand portrayal, especially at the authority levels.
    Nike incorporates proceeding to extend our pipeline of assorted up-and-comers. Nike, additionally incorporates all encompassing methodologies over our association from moderating likely inclination in the talking procedure to expanding preparing programs that will help fortify a culture of having a place
TASK 3: INTEGRATE DIVERSITY INTO WORKPLACE AND ESTABLISH SYSTEMS TO DEVELOP TRUST
In TASK 3, you are required to:
A. Develop and review workplace policies, procedures and planning in accordance with the scope of diversity; Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values are adhered to; Establish where diversity integration meets the needs of the enterprise and diverse persons; Monitor and review workplace processes to guide implementation
B. Review existing policies, plans and procedures to identify areas where diversity can achieve positive impact
C. Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct; Consult with management and teams to champion the diversity implementation; Ensure work teams incorporate diversity processes into work activity.
D. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process; ; Promote and model inclusive behaviours
3A. In this task, you will develop and review workplace policies, procedures and planning in accordance with the scope of diversity and also establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values are adhered to; Establish where diversity integration meets the needs of the enterprise and diverse persons
To work on this task you will need to review your chosen organisation’s policies or the simulated workplace’s (“Woolworths Diversity Policy” and the “Code of Conduct “ documents linked in organisation information) policies to identify areas of improvement to include best practices to your policies to meet organisational diversity and ethical values.
    REVIEW, DEVELOP AND IMPLEMENT WORKPLACE POLICIES, PROCEDURES AND PLANNING IN ACCORDANCE WITH THE SCOPE OF DIVERSITY AND ETHICAL VALUES
    
Summary of the review on existing diversity policy:
Rules, regulations and policies in the work environment gives basic rule and best practices for worthy conduct in the association. The target of approaches is to set up a solid establishment for workers to cooperate and impart in way that is lined up with the association's worth and vision. The world is advancing quickly and any business that tries to flourish in future relies on its HR. In this manner, it is basic to grasp consideration at a similar pace as elements of market and pace of progress. Diversity at work environment is the way to fruitful advancement in the business, joining various societies and encounters expands appreciation for buyer needs. This upgrades their enthusiasm with the customers showing that there are many mutual interests in both you. Generally, making a culture where all the distinctions are acknowledged and included makes the organization more dependable and legitimate. Besides, decent variety and incorporation assists with making a positive notoriety of the organization in the business. Customers are happy to connect with the association that has a differing and comprehensive work culture. A differing scope of representatives will be pulled in to the work in the earth. This even establish a solid framework of drawing in differing set of up-and-comers who might be trying to turn into a piece of a solid work culture. Basically, assorted variety and balance in the workforce supports singular commitment and duty in this manner upgrading the profitability and execution. This additionally sets a solid favorable place for innovativeness and advancement in this way setting the organization to totally new degree of cooperation and intensity. By the righteousness of actualizing assorted variety and consideration technique, association can shape their conduct that helps in filling the holes in the business; in this way reinforce development of the business. Representatives from different establishments have different experiences and points of view, which is the explanation they can, will convey a
anged responses for the table. In this way, too as can be normal be picked sooner, which prompts snappier basic reasoning.
Actualizing assorted variety and consideration activities in Airstrip effectively can include three fundamental stages:
· Designing working environment procedure to incorporate and accept different workforce
· Evaluation of the activities and following achievements
· Open and straightforward input
As appropriately stated, "assorted variety is the blend. Incorporation is making the blend work", with assorted variety in workforce there is wide stage for the association to conceptualize and by ideals of consideration, there is strong power to impart these thoughts without hesitation. Representatives feel more connected with and inspired to perform better just as fulfilled at work. In addition, with assorted variety and incorporation in real life ability all over the world might want to turn out to be a piece of the triumphant culture. Actually, with this methodology all the partners might want to be related with the
and that has solid spotlight on grasping decent variety and incorporation
Identified two new improvements to include on existing diversity policy:
· Providing Equal Opportunity for all. First area of improvement is to keep the Hiring Reservations in Recruitment to support diversity in the organisation
· Second area of improvement is to enhance the support provided to women in the organisation who has the potential to lead
Develop two new organisational ethical values:
One of the most critical form of leadership is driven by virtues of respect for ethical beliefs, values as well as for the dignity and right of others. Essentially, ethical leaders are those who demonstrate conduct for the greater good that is appropriate in all areas of their life. Ethical leadership is composed of below characteristics
1. Be the Role Model and Example
An ethical leader always believe in leading with example. As rightly said, "action speaks louder than words". Generally, people are likely to assess somebody based on how they act rather than what they speak. Thus, by practicing and demonstrating the application of ethical, honest and selfless behaviour to subordinates, ethical leaders gains traction and earn respect from their subordinated as well as from their peers.
2. Believes in Ethics & Champion of its importance
Another major role of an ethical leader is to focus on significance of the ethics that involves the standards and other issues taking into the consideration factors that can influence society. As a leader who believes in ethic it is necessary to educate those around the value of ethics especially in situation where they witness an ethical challenge in the workplace.
Identified four new (diversity and ethical) improvements to include on existing diversity policy and establishing diversity needs are met:
    IMPLEMENTATION ACTION PLAN
    Diversity and Ethical Code/Value
    Diversity Needs fulfilled (Enterprise or diverse person)
    Responsible role and deadline
    Communication and Consultation Platform
    Equal opportunity for all
    To provide equal opportunity in recruitment and selection when hiring team members
    John (Area Manager, Requirement)
    INTRANET Collaboration System (e.g. Bitrix24)
    Increase in Diversity in the Workforce
    Nike incorporates proceeding to extend our pipeline of assorted up-and-comers. Nike, additionally incorporates all encompassing methodologies over our association from moderating likely inclination in the talking procedure to expanding preparing programs that will help fortify a culture of having a place
    Kevin Rogers ( HR Business Partner)
    Internal Communication Network
    
Women Representation
    Nike said it expanded VP-level portrayal of ladies by 4% to 36% universally and VP-level portrayal of U.S. unde
epresented bunches by 3% to 19%. The
and likewise prevailing with regards to a
iving at worldwide compensation value proportion for men to ladies, and white to unde
epresented bunches in the U.S.
    Robert Doyle (HR Director) and Senior Leaders
    Performance Management System
3B. Based on previously identified four new improvements, you will now highlight which areas will have positive impact based on your four new improvements to the policies, practices and procedures.
    REVIEW TO IDENTIFY AREAS WHERE DIVERSITY CAN ACHIEVE POSITIVE IMPACT
    Improvements you suggested previously
    Description on how your newly implemented improvements will impact the diversity of your organisation
    Enhancement in the Levels of productivity
    A various work environment joins representatives from various foundations, ethnicity and encounters, and together variety a more beneficial condition. Organizations will likewise pick up from every worker by gaining from one another's encounters and applying this freshly discovered information to their work. Workers from a wide range of various foundations get the opportunity to gain from their associates' encounters from an alternate point of view. In this manner, they can ca
y new plans to the task by considering of their customary range of familiarity.
    
Increase in Creativity and Innovation
    With such a significant number of various and differing minds coming and cooperating, a lot more a
angements will emerge as each individual gets their own perspective, working and taking care of issues and deciding. Organizations that support decent variety in the working environment move the entirety of their representatives to perform to their most elevated capacity.
    
improve worker commitment
    At the point when your representatives are sharing their own encounters when they were in secondary school or what each or each bu
ly season intended to them, they have fa
icated a believing relationship among their colleagues. This is extraordinary on the grounds that it builds worker commitment and on occasion increment worker inspiration also, which is incredible for the organization.
    can diminish representative turnover
    An organization that grasps social decent variety in the working environment would promptly tempts a more extensive pool of possibility for its activity opening. Higher-instructed applicants who experienced decent variety while at college may feel that a different organization is more dynamic and in this way will need to work there. The more applicants that went after a position with an organization, the organization would by and large appreciate a bigger pool of competitors; the organization is than spoilt for decision.
3C. In this task, you will gain and maintain the trust and confidence of colleagues and external contacts through professional conduct; Consult with management and teams to champion the diversity implementation; Ensure work teams incorporate diversity processes into work activity.
Scenario: By now you have integrated the processes to diversity and building relationships into your workplace operations. At this stage, you are now required to gain and maintain the trust and confidence of colleagues and stakeholders. To do this you will need to create some forms of incentives, rewards, and recognitions for championing diversity and work relationships in you workplace. You will now send a formal Email communication to inform everyone on incentives, rewards, and recognitions for championing diversity and work relationships. The incentives, rewards or recognition that you want to provide is up to your discretion and on best practice. (For example, you may want to mention that employees will get one bonus point for each time they assist another new team member which will count towards the employee of the month award). Include at least three types of incentives, rewards and recognition in your email and mention how the teams should incorporate diversity into their work processes for these awards.
    GAIN AND MAINTAIN TRUST AND CONFIDENCE OF COLLEAGUES AND STAKEHOLDERS
    Nike
8th August, 2020
Subject: Incentives, rewards, and recognitions for championing diversity and work relationships
To: ALL TEAM MEMBERS
Effective from: 15th August, 2020
Dear All,
Representatives not just need great compensation and advantages; they likewise need to be dealt with decently, to make a generous commitment to the association through their work, and to be esteemed and acknowledged for their endeavours. To show gratefulness, numerous businesses execute continuous acknowledgment programs intended to thank representatives for an assortment of accomplishments.
· Among the most widely recognized projects are those that perceive:
· Length of administration, by and large in five-year increases.
· Praiseworthy one-time accomplishment, regularly with an on-the-spot money grant or extra took care of time.
· Vital execution over some undefined time frame, frequently for representatives who add quality to the work procedure or item or who give unrivalled client or customer administration.
Prizes run from basic spoken or composed cards to say thanks and "spot" rewards of money or gift vouchers to index product and blessing authentications for retailers or eateries. Associations may even give get-away bundles to workers' exceptional accomplishments. A few projects that reward fantastic work give non-money related honours, for example, open acknowledgment or staff gratefulness occasions.
Thanks & Regards
Kim Roge
HR Business Partne
3D. In this task, you will adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process; Promote and model inclusive behaviours.
Scenario: Based on what you have designed and implemented in regards to diversity and workplace relationships, you as the “people and culture manager” also need to adjust your own interpersonal communication styles to be a role model in promoting ethical values and diversity. You will now need to explain on what improvements you will make to your own interpersonal communication styles to accommodate those new changes.
    ADJUSTING OWN INTERPERSONAL COMMUNICATION STYLES TO PROMOTE NEW CHANGES IN DIVERSITY AND ETHICAL VALUES
    Effectual communication skills are paramount to the success in all walk of life. Majority of jobs mandates good command over the communication skills. Moreover, people who comprehend effective speaking skills enjoys superior interpersonal relationship, develops strong professional network as personal connection. Therefore, effective speaking and communication is one of the most important skill to successes in life (Shambaugh, R., 2017).
In order to be powerful and influential while speaking it is crucial that one comprehends visual, auditory and kinesthetic language to captivate the audience.
Essential element required for effective speaking includes
· Completeness - While speaking one should convey message that needs to be complete. It is important to comprehend the mindset of audience and presents the message in a manner that can be best understood by them (Baldoni, J., 2009).
· Conciseness - One of the crucial aspect of effective speaking is to convey the message in least possible.
· Consideration - Effective speaking skills demands the speaker to consider the audience or listener at the center and empathize with them. It is essential to understand their mindset, prospective, level of education
· Clarity - It implies highlighting on defined objective rather than beating around the bush. This helps the listener to comprehend the message bette
· Concreteness - This is essential part of effective speaking since it focuses on presenting specific and clear facts rather than being vague. It displays tremendous level of confidence on the content (Baldoni, J., 2009).
· Courtesy - It emphasizes on being humble, kind, energetic and convincing. This is a reflection of the nature and character of the speaker. It empathize on being unbiased and keeping an open mindset
· Co
ectness - Precision and accuracy of facts presented and information that is co
ect makes an critical aspect of effective speaking skills
Strategies of effective Speaking and developing this skill includes - By the virtue of this course, I found below mentioned strategies quiet powerful in delivering speeches. I intend to practice and implement these strategies in not only at my office but also in my personal life
Monitoring & Comprehension
Mindfulness about the Content and Energy goes far with regards to being a powerful speaker. The crowd can tell in case you are impassive. In the event that you could not care less, they will not care either. Much more te
ible, you can seem to be a phony. Then again, in the event that you genuinely care about your theme the crowd will get on that as well. They will see you as being increasingly genuine and credible (Bu
iski, P., 2011). They will listen all the more near find why your subject is so imperative to you. What's more, they are bound to pardon any minor mix-ups you may make.
Determining Importance
We have all most likely tuned in to at any rate one speaker who appeared to continue endlessly everlastingly about nothing specifically. One motivation behind why this happens is because the discourse is not sufficiently centered. The speaker is attempting to cover excessively and winds up exhausting their audience members. Right off, the bat during the time spent building up your discourse; recognize the motivation behind why you are talking. Make it a point to adhere to this objective during your introduction.
Provide Evidence & Making Connections
Each point you make in your discourse should be upheld with either a model, an outline, or realities. At the point when you are supporting a point, it is ideal to be as explicit as you can be.
Visualization
Individuals love a decent story. In this way, in the event that you need to be an increasingly viable speaker, recount to a story (Bu
iski, P., 2011). Na
ating is an extraordinary method to make your material even more captivating and to identify with your crowd. Ensure your story is relatable and applicable.

TASK 4: IMPLEMENT DIVERSITY ACROSS THE WORKPLACE
In TASK 4, you are required to:
A. Establish and enable enterprise and individual support processes
B. Provide for training and coaching in diversity implementation
4A. In this task, you will establish and enable enterprise and individual support processes for your implemented diversity and workplace relationships. You will create a support process within the INTRANET Collaboration System (e.g. Bitrix24 used for Simulated Workplace) or a paper based Support Action Plan for diversity and inclusion. Include four support processes.
    DIVERSITY AND WORK RELATIONSHIPS SUPPORT PROCESS
    Process or Area
    Support details
    Support details
    Support to approve by
    Diversity, Ethics, Work Relationships, etc
    Financial, Staff assistance, Educational or training, etc.
    e.g. To provide a free English language support for Non-English background new team members
    HR, Operations manager, Store manager, etc
4B. In this task, you will provide for training and coaching in diversity implementation.
Scenario: Based on what you have designed and implemented in regards to diversity and workplace relationships, you as you as a people and culture manager will now provide a basic induction and training to all organisational members in regards to your implemented diversity initiatives. You will need to record a TWO minute training video pitch (e.g. using YouTube) to explain why diversity is important for your organisation and what new initiatives you have undertaken to promote diversity at your workplace.
    TRAINING AND COACHING IN DIVERSITY IMPLEMENTATION
    As one can comprehend, this organization comprehends the fact that employees are their biggest assets. If they have a strong and intellectual employee base then the business will not only survive the test of the time but also thrive in future. Therefore, the HR of the organization holds a critical position in building a strong competitive advantage for the organization. HR collaborates with the training department to constantly upskill the employees and keep them updated with the present market trends.
Entire objective to apply ADDIE model on Nike is to take initiatives that are in line with their vision, mission and values, which is to be employer of choice. This can only happen if the organization invests in the learning and growth of the employees by providing them required training. The first phase of ADDIE model is to analyze the business goals and parameters that can help in achieving the business objective. In order to develop a concrete plan that is effective and efficient to train the employees in this highly dynamic market. HR team had conducted two sets of surveys to understand what are the skills that the technical and project teams are looking in the employees that can help in building new products and delivering services on time. Second set of survey was conducted for the employee base to comprehend what are the skills can help them grow in their career. This analysis provided us with the need of the business and underlying gap due to which the employees are unable to top their game. By the virtue of Analysis, HR and training department was able to find that there is requirement to train the employees on Artificial Intelligence (AI) and new programming languages like C# and Python.
TASK 5: REVIEW AND EVALUATE DIVERSITY IN WORKPLACE
In TASK 5, you are required to:
A. Conduct regular reviews of diversity integration with relevant persons; Evaluate workplace diversity against workplace policies, procedures and planning objectives; Identify and recommended improvements to diversity integration; Conduct ongoing planning to ensure that effective internal and external workplace relationships are developed and maintained
5A. In this task, you will develop a continuous improvement plan to ensure reviews of diversity integration; Evaluate workplace diversity against workplace policies, procedures; Identify and recommended improvements to diversity integration; Conduct ongoing planning to ensure that effective internal and external workplace relationships are developed and maintained.
Scenarios/Contexts: Recently you have been reported and complaints’ coming from several different stores
anches that there were incidents and situations in regards to not implementing the diversity initiatives accordingly by many managers, supervisors in specific stores
anches. Out of these, you find that the three incidents below to be immediately addressed with an improvement plan.
    Incident 1: Vegetarian at a BBQ
(Source: http:
web.jhu.edu/dlc/our_events/diversity_conference/presentations/Case%20Scenarios%20on%20Religious%20Diversity.pdf)
Having the annual BBQ events at all stores during December is to increase networking and getting to have face-to-face time with one another. Everyone in the team was sure to invite the newest employee, stressing how important and fun the traditional company event was. In one of the store’s event, there was a new team member who is Hindu. She a
ives to the event and when it’s time to eat inquires about a vegetarian option. A co-worker responds, “Come on! This is a BBQ, hot dogs and hamburgers! That’s a real BBQ!” She smiles, nods, and stays at the picnic. But she doesn’t eat anything and later complained to HR on writing.
Issues: Dietary considerations employees based on religion, cultural, personal preferences.
    Incident 2: Language and Workplace Difficulty (Situation sourced and modified from GO2HR Canada, www.go2hr.ca)
The retail sector in Australian is a diverse sector comprised of workers from varied cultures, backgrounds, ages, and languages. This is one of the reasons why the retail industry is so unique. But with this diversity, comes its challenges.
The new training manager of your organisation (James) who visits stores and trains new workers. Somme of these team members have recently a
ived from other parts of the world. The training manager has written to you that that training the new team members is sometime overwhelming and is a big challenge to due language ba
iers. They prefer to work quietly if they do not have a partner speaking the same language. If they are working with a partner who speaks the same language, they prefer to speak in their own language instead of speaking in English. Although your organisation have strong existing training programs for WH&S, hygiene, stress, etiquette, etc but they reluctantly attend these sessions because a majority of the team members don’t understand all the aspects of training. James wrote to you that his performance as a trainer is affected by their slow learning.
Issues: Language ba
ier difficulty in workplace, training issues, diversity accommodation.
    Incident 3: Mocking a religious team member (Situation sourced and modified from rightsED)
Maryam is a devout Muslim who wears the traditional head covering, the hijab. Most of the workers at her place have no problem with Maryam’s dress or practice. However, one of the shift supervisor, Alice, constantly mocks her for her beliefs, and calls her names. At times when Maryam is fasting, Alice keeps putting food on her desk. She also gives her urgent work during prayer times intentionally and disapproves
eak for prayers during those times. Maryam gets very upset and sad. She is uncomfortable with the situation and sometimes becomes ill with wo
y and calls in sick in certain days when the specific shift supervisor is working.
Issues: Workplace diversity and inclusion, bullying and harassment, excessive workloads, religious requirements.
You have now decided to immediately take action on these three situations, increase awareness and create an improvement plan to rectify and to address similar situations in future.
     CONTINUOUS IMPROVEMENT PLAN FOR WORKPLACE DIVERSITY & RELATIONSHIPS
    FROM: (Your title and name)
To: ALL
DATE: (insert date)
The purpose of this Continuous Improvement Plan is to define the expectations and management of organisational diversity and effective workplace relationships that will reiterate the company’s expectations, and allow us the opportunity to demonstrate improvement and commitment.
Step 1: Areas of Concern or Improvement Goals: (Bullet point the issues of diversity integration or work relationships)
    1.
    Providing Cross- Cultural Training To Employees
    2.
    Platform for Team Bonding
    3.
    Improving Communication Channel
Step 2: Evaluation against policies and procedures: Listed below are activities that will help you reach each goal. One example provided.
    Goal #
    Cu
ent performance / behaviou
    Performance expected in policies and procedures
    Recommendations and Actions for improvements
    Responsible Roles
    1
    Providing Cross- Cultural Training To Employees
    To provide required trainings for employees to comprehend different cultures
    Trainers on different Cultures
    Training & Development HR
    2
    Platform for Team Bonding
    Offering platforms where employees can interact freely
    Team Outdoor and Engagement Activities
    HR Business Partne
    3
    Improving Communication Channel
    Bi-directional communication amongst the employees and senior leadership
    Incorporating Social Media Platforms
    Central HR
Step 3: Resources to be provided for support: List below the resources to complete the recommended improvement activities (may include other people’s time or expertise, funds for training materials and activities, or time away from usual responsibilities.)
    1.
    External Trainers to explain the sensitivities of all the cultures
    2.
    Motivation and Incentive to Perform in the Team
    3.
    Seamless integration of IT with the HR team to provide seamless communication flow
TASK 6: MANAGE WORKPLACE NETWORKS AND RELATIONSHIPS
In TASK 6, you are required to:
A. Use networks to build workplace relationships providing identifiable outcomes for the team and the organisation
6A. In this task, you will use networks to build workplace relationships providing identifiable outcomes for the team and the organisation.
Scenario: Due to some previous workplace related issues and difficulties that you have experienced before, you have now decided to create a better workplace environment where information is open to everyone in the organisation and where team members can learn from pone another within the workplace network and community. As you have already implemented the INTRANET Collaboration System (e.g. Bitrix24 used for Simulated Workplace), you will now send a friendly message using the online collaboration system to all team members to encourage them to share knowledge and work related information to help out each other in difficult work situations.
    USE NETWORKS TO BUILD WORKPLACE RELATIONSHIPS
    Paste screenshot of your message to Team Members
TASK 7: MANAGE DIFFICULTIES TO ACHIEVE POSITIVE OUTCOMES
In TASK 7, you are required to:
A. Develop and/or implement strategies to ensure that difficulties in workplace relationships are identified and resolved; Establish processes and systems to ensure that conflict is identified and managed constructively in accordance with the organisation’s policies and procedures
B. Provide guidance, counselling and support to assist co-workers in resolving their work difficulties; Develop and implement an action plan to address any identified difficulties
7A. In this task, you will develop and/or implement strategies, processes & systems to ensure that difficulties in workplace relationships are identified and resolved. To do this, you will need to create a conflict resolution procedure for the workplace so that when team members have personal or group conflicts, they will be able to refer to this procedure for resolution.
    IMPLEMENTED STRATEGY - CONFLICT RESOLUTION POLICY & PROCEDURE
    While working on this project management assignment, I realized that only knowledge about the subject is not enough to become an effective project manager. As rightly said, “Great things in business are never done by one person. They are done by a team of people”. One of the critical aspect is managing people and working in the team. This urged me to strengthen my communication skills as well as approach the problem at hand with an open mind-set. Furthermore, managing routine challenges in the project requires a person to possess accountability, analytical, adaptable and critical thinking combined with risk appetite. Along with this, one strong aspect of project management that I learnt while working on VCI Park was ability to make decision promptly. Project had to face a major challenge because of indecisiveness of some people in the team. Defe
ing to action as per the changing industry trends and expectation of the stakeholders can result into huge chaos in the project as well as its deliverables. Essentially, decision making can be improved by basing the decisions on facts and data rather than blindly following the intuition since it may not work every time.
In our team, I had witnessed few conflicts between the senior most colleague since he wasn’t ready to take my opinion and ideas stating I am too young and lack experience. At first, I felt bad and was frustrated working with him but later on I realized that in order to deliver this project with best of my ability I would require to convince him regarding the merit of solution. Humbly, I request him for a one-to-one meeting where I presented my idea with the help of a prototype and benefit this idea is going to provide in the project. Later in the course of the project, conflicts reduced since team members were communicating with each other and there was advancement in collaboration. Every week, we used to have team meetings that helped us in tracking the project and monitoring the output as desired. These meeting also help us comprehend the business of VCI Park better and various risk mitigation processes. Leader of the project was a little traditional in its approach and felt that the leadership skill could be improved however; he was good in directing the different management phases. I was able to develop strong professional business relationships with all the members in the project team.
Working on this project and providing the business deliverables was insightful and knowledgeable experience. Not only, was I able to apply my concepts on project management in this project but also understand the finer dynamics of working in a team with tight deadlines. It helped me to move beyond the boundaries of books into the practical world and witness some of the nasty challenges. Every member in the team had different prospective and working style, one needs to comprehend this in order to form a strong team. I am able to develop better inter-personal and intrapersonal skills along with inclination towards different styles of leadership to get things done from the team. Overall, my experience in participating in the group was tremendously endearing and fruitful since I was able to apply my concepts, experience those concepts in real life, learn from others in the team and build strong knowledge base that will definitely help me in my career.
7B. Now that you implemented strategies, processes & systems to tackle workplace difficulties, you have addressed the workplace difficulties. You are, however, thinking of creating an action plan to address difficulties and provide guidance to individual cases such as the one below.
    Scenario: Ahmed works as the senior baker in one of the stores. Based on Ahmed’s history of employment over the last ten years, he has been quite reliable, never late (except medical reasons) and gives 100% on the job. Ahmed has also received numerous “Employee of the Month” awards. In the last year the store has appointed a new store manager named Boris who likes to boss around and use authoritarian management style but is not specifically biased. When the Baking Supervisor left the job, Ahmed asked Boris for a promotion but the store manager is refusing to provide him with a definitive answer. This has been going on for 3 months and the store is still left without a banking supervisor. Ahmed has now filed a conflict resolution application to the head office. When contacted with the Boris, he mentioned that he is still observing for the right person internally to promote but at the same time also looking for an experienced supervisor to hire from outside.
You have now decided that you will work on this conflict resolution template for the workplace and provide guidance, support and resolution through this conflict resolution action plan template. Please complete the template and provide your guidance on this situation.
    CONFLICT RESOLUTION ACTION PLAN TEMPLATE
    Participants
    1. Identify the participants in the conflict and what you hope to achieve.
    Conflict Participants
    Name:    Kevin
Role:    Team Leade
    Name:    Mark
Role:    Team Membe
    Problem
    Priyanka is the
anch manager and she has four employees reporting under her. Together they are team of five people working on delivering high stake projects to the business. The team members come from various backgrounds and have different experiences as well as skill sets.
Priyanka is the
anch manager; Kevin is the team lead who has an experience of two years while another team member Mark has an experience of seven years. Conflict began since Priyanka and other member of the teams had appointed Kevin as the team lead to deliver a project that is high on innovative ideas.
    Prefe
ed State
    
    
    Common Ground
    All Team Members elect Kevin as Team Leade
    Your guidance, counseling and support recommendations
    We need to focus more on innovative ideas and out of box thinking in order to deliver this project successfully.
Need to consider the fact that we require fresh prospective and non-traditional way to approach the problem
    Options for Resolution
    2. Brainstorm and list the options available to resolve the conflict and identify a residual consequence for each option.
    Options for Resolution:
    Option:
    Consequence:
    1. Mark
    Team Leade
    Other Team members aren’t able to work and project suffers
    2. Kevin
    Team Leade
    Mark refrains from working but other team members are able work properly
    Resolution Mediators & Authority
    Name
    Role
    Signature
    Date
    Elena Pearson
    HR Employee Partne
    Elena
    8th August
APPENDICES
Attach the following appendix documents (Appendix 1 and 2).
APPENDIX 1: ATTACH SCREENSHOTS & VIDEO LINKS (If not provided within the tasks)
APPENDIX 2: LIST OF SOURCES AND REFERENCES
Mackenzie, L. and Co
ell, S. J. (2019). Why Most Performance Evaluations Are Biased, and How to Fix Them. Harvard Business Review. Retrieved from https:
h
.org/2019/01/why-most-performance-evaluations-are-biased-and-how-to-fix-them
Tavis, A. and Cappelli, P. (2016). The Performance Management Revolution. Harvard Business Review. Retrieved from https:
h
.org/2016/10/the-performance-management-revolution
Saha. A. (2007). Nurturing Cultural Diversities A Leadership Challenge. HRM Review.
Jha, A. (2009). Need for Cross- Cultural Management. HRM Review.
Chanda, A. (2006). Driving Diversity Management in India: HR's Alienation. HRD News Letter Issue 9.
Lauring, J. (2009). Managing cultural diversity and the process of knowledge sharing: A case from HCL. SAGE Journal of Management 25, 385—394.
Long, K. (2011), "Employees First, Customers Second: Turning Conventional Management Upside Down", Journal of Organizational Change Management, Vol. 24 No. 4, pp. 559-562. https:
doi.org/10.1108/09534811111144665
Lauring, J. (2009). Managing cultural diversity and the process of knowledge sharing: A case from HCL. SAGE Journal of Management 25, 385—394.
Leadership & Diversity, Assessment No.2 v2 Last updated on 11/06/2019 by MM    Page 1
Diversity Policy
1. Vision

Woolworths Group Limited is committed to an inclusive workplace that em
aces and promotes
diversity.

We value, respect and leverage the unique contributions of people with diverse backgrounds,
experiences and perspectives to provide exceptional customer service to an equally diverse
community. We recognise that team members will assume changing domestic responsibilities
throughout their careers.

2. Objectives

The Board of Directors will establish diversity-related measurable objectives for the Company.
Assessment of these objectives and review of progress will be ca
ied out on an annual basis by the
People Policy Committee, who will report its assessment to the Board of Directors and make
ecommendations as appropriate. Progress against targets will be included in the Company’s annual
eports.

Woolworths Group Limited has a number of objectives in place to continually work towards our vision.
These objectives include:
1. Continue to recognise and cele
ate our multicultural diversity and grow our workforce to
eflect the diversity of the Australian population
2. Continue to incrementally grow the number of women performing senior roles
3. Continue to create programs that prepare women to take on senior roles within the business
oth in operational and specialist support areas
4. As part of Woolworths’ ongoing commitment to the reconciliation process, continue to assist
indigenous Australians to access employment opportunities through our business
5. Provide people with a disability employment opportunities and career advancement.

6. Principles

This policy provides a framework for new and existing diversity related initiatives and polices within
our business.

We reward and promote our team based on assessment of individual performance, capability and
potential. Our business leaders are committed to providing opportunities that allow individuals to
each their full potential i
espective of individual background or difference.

7. Measures and Accountabilities

The CEO and the Chief People Officer will monitor the progress and report to the People Policy
Committee on the effectiveness of diversity related initiatives, including progress against measurable
objectives. A steering committee will make recommendations on diversity related initiatives, monitor
and evaluate their implementation and ensure that diversity related programs of work are progressing
co
ectly and successfully.

WW_EmployeeRelati
ons_CodeofConduct.pdf
Our Code of Conduct
Creating
etter
experiences
togethe
Contents
Welcome to Woolworths Group
Working in our team
About our Code of Conduct 03
Purpose, Values & Ways-of-Working 04
Diversity & Inclusion 07
Team Benefits 08
How we act
Safety, health & wellbeing 10
Respectful workplace 11
Social media 13
Media & external stakeholders 14
Political activities 15
Conflicts of interest 16
How we do business
How we do business 18
Woolworths Group property 19
Gifts & entertainment 20
Using information technology 21
Personal & confidential information 22
Trading in shares in Woolworths Group & other companies 23
Record keeping 24
Prefe
ed dress 25
Questions and help
Team Member Speak Up 27
Questions & help 28
This Code of Conduct may be changed from time to time and does not form part of any contract of employment or enterprise agreement.
Fe
uary 2019
Our Code of Conduct
I’d like to personally welcome you
to Woolworths Group. You’ve just
ecome part of an amazing team.
You’re here to help us continue to
create better experiences together –
y doing what’s right for our
customers, our communities and
for each other.
To help make Woolworths Group
usinesses the best places to both
work and shop, we’ve set out some
simple guiding principles that outline
who we are and what we do.
It’s important that we all understand
and follow these, because each of us
has a key role to play.
Thank you for joining us, it’s great to
have you along on our journey.
Brad Banducci
CEO
[email protected]
Welcome to Woolworths Group
Welcome
You’ve joined a team that creates better experiences together.
We do this by respecting and supporting each other, and by
always doing the right thing for our customers and communities.
Our Code of Conduct
Working
in our team
About our Code of Conduct 03
Purpose, Values & Ways-of-Working 04
Diversity & Inclusion 07
Team Benefits 08
03
Whether you’re part of Woolworths, Countdown,
BWS, Dan Murphy’s, BIG W, our Support Team,
or any of our other businesses, this document
is important as it sets the guiding principles for
working at Woolworths Group – to encourage
an inclusive, productive and enjoyable workplace
for the whole team.
It’s everyone’s responsibility to follow this
Code of Conduct and do the right thing, as well
as to encourage each other to do the same.
We take this very seriously, so if you don’t follow
this Code of Conduct that may result in disciplinary
action or termination of employment. If you are
doing work for Woolworths Group as a contractor
or are employed by another company but working
alongside Woolworths Group team members, we
expect you to follow these guiding principles while
you are working with us.
From time to time we will ask you to do training
to remain up to date.
If there’s anything you’re unclear about as you read
through this document, please don’t hesitate to talk
to your team leader or People Advisory.
This document outlines what’s expected from all of us
as team members (including contractors, board members
and everyone working within Woolworths Group).
When you work for one
of our businesses, you’re
making a commitment to
conduct yourself in a way
that reflects well on you,
your team and the Group.
Working in our team
About our
Code of Conduct
04
Working in our team
Regardless of your role or the business
you work for, we’re all bound together
y our overall Group purpose.
Purpose,
Values & Ways-
of-Working
It's both the retail experiences
and the experiences we make
possible in customers' lives.
We work seamlessly as one team, leveraging our strength as a Group.
We create
etter
experiences
together.
We are constantly
innovating to meet
changing needs.
We look for ways to improve every day – better for our customers, team and communities.
05
I listen and learn
“When my customers, team or
community speak, I listen with an
open mind. I’m curious, I actively look
for opportunities to learn from others
and I learn from my mistakes.”
I care deeply
“I care about my team,
customers and community.
I genuinely care about their
wellbeing and the impact
our business has on them.”
I always do the right thing
“Integrity is the foundation of everything
I do. It shows in my attitude, my actions
and my interactions with my team,
as well as the people and organisations
outside the business.”
Values
Values are what each of us stands for
and believes in. We live and
eathe
these values every day. They’re a
personal commitment we each make.
Working in our team
We work end-to-end as one team
Retail is a team game. We meet
challenges together, listen to each
other and build on each other’s
ideas and efforts. When we act,
we act as one. When we succeed,
we succeed together. 06
We encourage freedom
within a framework
We operate within a framework, but
above all we do what’s right and use
our initiative. If we see a customer
experience that could be better,
we do what we can to improve it.
We’re always improving
Our customers’ needs are
constantly changing. We need to
anticipate change and em
ace it,
in an endless search for new ways
to give our customers and team
something better.
Working in our team
Ways-of-
Working
Our Ways-of-Working guide everything we do. It’s how we work together as a team every day, to make a positive difference to our customers.
We put our customers 1st
We’re all retailers – so we’re
passionate about creating the best
etail experiences for customers,
every time they shop with us. Put
them first and they’ll put us first.
We keep things simple,
especially for store teams
We understand the power of
simplicity. It’s what our customers
want. It helps us work more nimbly
and efficiently, giving us more time
to focus on what matters most,
our customers.
07
As a diverse team, Woolworths Group team members reflect different
ethnicities, genders, sexual orientations, ages and physical abilities.
Our customers should see in our team members a reflection of
themselves and their communities.
This is why it’s important we strive to create an inclusive environment
that cele
ates the diversity of our team, making sure all team
members feel valued, respected and empowered – and free to
ing
their whole selves to work.
Diversity
& Inclusion
Working in our team
Benefits
08As a team 1st business, we believe it’s important to put our customers and team first. That’s why we provide exclusive offers under our Team Benefits program. As part of this program, we’re excited to offer eligible team members a discount card, the Team Benefits PlusCard. This can be used across a number of Woolworths Group businesses in Australia and New Zealand. To discover more about our Team Benefits, visit teambenefits.woolworths.com.au, or to find out more about the PlusCard see the Team Benefits PlusCard Policy.
Team
Working in our team
https:
teambenefits.woolworths.com.au/content/login/teambenefits.html
https:
wowpeople.woolworths.com.au/content/wowPeoplePortal/en/homePage/contents/contentPage/wow_people_discount__1620427129.html
We must all strive to do the right thing, and everyone we come
into contact with should be treated with respect. This includes
looking out for our own safety and the safety of other team
members, customers and partners. If we see something that
doesn’t look right, we’re all empowered to say or do something.
Safety, health & wellbeing 10
Respectful workplace 11
Social media 13
Media & external stakeholders 14
Political activities 15
Conflicts of interest 16
How
we act
Our Code of Conduct
To achieve this, you must always, and you have
our full support to:
• immediately stop any job or task that you
believe is unsafe
• always address hazards as you become aware
of them
• only use equipment that you are trained and
authorised to use
• always wear Personal Protective Equipment
(PPE) required for the task
• follow any safety and health processes including
ules, policies or procedures
• report incidents and injuries immediately
Safety, health
& wellbeing
Answers
1. Sophie should let the other team member know that she has not been trained on or authorised to use the pallet jack, but
she can ask if there is anything else she can do to help instead.
2. Yang should not use the power plug. She should let her team leader know and a danger tag should be put on the power
plug so that no one uses it. A call should be placed to organise for it to be repaired or replaced.
Remember that no task is so urgent
and no service is so important that you
cannot take the time to do it safely. 
We aim to establish a culture where
psychological safety is as important as
physical safety. We want people to know
that it's ok not to feel ok, and it's absolutely
ok to ask for help because we care deeply.
If you are in doubt about any health and
safety issues you should speak to your
team leader for assistance.
For more information please see the Safety
and Health Policy, Safety and Health Standards
Handbook and Drug and Alcohol Policy.
How we act
10
What would you do in this situation?
1. Sophie is a new team member in a store and is asked
y another team member to move some products using
a pallet jack. Sophie has not been trained on this,
ut she wants to help out and make a good impression.
What should she do?
2. Yang notices that a power plug is faulty. She asks
another team member about it, and he says that it has
een
oken for a while but that it is fine to use.
What should she do?
We care deeply about the safety, health and wellbeing of our
teams, customers and contractors. We are all responsible for
working together to make sure that anyone who works or
shops with us goes home safely.
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Respectful workplace
We’re committed to providing a positive
workplace where everyone is treated with respect.
How we act
That means we all need to:
• treat customers, team members and others with
dignity, courtesy and respect
• do the right thing, be fair and be honest
• listen, learn and respond appropriately to the views
and concerns of others
• consider how everything we say and do might
impact others
Inappropriate behaviou
Creating an inclusive workplace and looking after
the health and wellbeing of our team members
and customers is of great importance. This means
that it is not acceptable for any of us to engage in
the following types of behaviours in our workplace:
1. Bullying
Bullying is repeated unreasonable behaviour towards
another person or group of people that poses a risk to
their physical or emotional safety.
This can include:
• abusive, insulting or offensive language or
comments (including on social media)
• deliberately and unreasonably excluding someone
• spreading misinformation or rumours
• aggressive and intimidating conduct
• practical jokes or initiations/hazing
It is important to understand that direction, guidance
or other reasonable actions by team leaders to
manage how work is ca
ied out is not bullying.
This includes:
• informing a team member about unsatisfactory
work performance in an honest, fair and
constructive way
• informing a team member about inappropriate
behaviour in an appropriate way
• setting reasonable performance goals, standards
and deadlines
• providing reasonable and lawful directions to a
team membe
2. Harassment, including sexual harassment
Harassment is any unwanted behaviour that
might humiliate, offend, emba
ass or intimidate
another person.
This can include:
• offensive or demeaning comments or jokes, even if
the other person doesn’t seem to mind and even
if it is not intended to offend
• requesting, sending or showing sexual or offensive
pictures or messages (including by phone or on
social media)
• unwelcome comments or questions about a
person’s appearance, sexual activities or private life
• unwelcome physical contact, such as shoulder
massages or invading someone’s personal space
• persistently asking someone on a date after
previous refusals
3. Unlawful Discrimination
Discrimination means treating someone less
favourably because of a protected attribute.
Examples of treating someone less favourably
include limiting access to training or other benefits,
not promoting someone, or ending someone’s
employment.
Examples of protected attributes, which cannot be
a reason for you treating someone less favourably,
include:
• gender, marital or relationship status, pregnancy,
eastfeeding, parental status, carer's or
family responsibilities
• sexual orientation, gender identity, intersex status
or gender expression
• race, colour, descent, nationality, national origin,
ethnicity or religion
• disability
• age
12
What would you do in this situation?
1. Ben works with Vikram, and often calls Vikram “Tiny”
ecause Vikram is short. He means this as a joke.
Is this okay?
2. Sumit supervises Nada and Tom. Sumit offers additional
shifts to Tom instead of Nada because Nada has a child
and Sumit thinks she might not be able to work outside
school hours. Is this okay?
3. Ella is a Store Manager. She interviews two potential
new team members – one male and one female. She hires
the male because he looks stronger. Is this okay?
4. Victimisation
Victimisation means treating someone negatively
ecause they have made or have been involved in a
complaint. At Woolworths Group we encourage our
team members to say something when a situation
isn’t right, and victimisation is not acceptable.
It is also unacceptable to disadvantage someone
ecause they have raised concerns or asked
questions about their job or pay, or because they
plan to or are taking leave or using other entitlements.
5. Violence
This can include:
• punching, pushing, fighting or other
physical violence
• threats of violence to team members,
customers and partners – as well as any
of their family or friends
Answers
1. No. Even though Ben does not intend to offend Vikram, Vikram may find this offensive so it is not okay.
2. No. This is discrimination. Sumit cannot treat Nada less favourably because she has a child. Sumit should not assume that Nada cannot work the
additional shifts – he should provide her with the same opportunities and let her decide whether she can do a particular shift.
3. No. As long as both potential team members can fulfil the inherent requirements of the job, she should not choose the male candidate just because
he is male and she thinks he might be stronger. She should choose the best person for the job, i
espective of gender.
What to do if you see any of these behaviours
At Woolworths Group we encourage our team
members to speak up when something isn’t right.
Unwelcome behaviours, such as those just listed,
are not only unacceptable in our workplace, they
may also be against the law. If you believe this is
happening to you (whether by another team member,
a team leader, a customer or anybody else in our
workplace), or if you think that this is happening to
someone else, there are informal and formal ways to
properly address this.
Options include:
• speaking to the person in question, if you feel
comfortable and safe doing so
• speaking to your team leader, a more senior leader
or your Culture & People Partner
• contacting People Advisory (see page 28)
• contacting Speak Up (see page 27)
For more information, please see the Respectful
Workplace Policy.
Respectful workplace
How we act
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When using social media it’s important to remember
that content shared on websites can exist online
indefinitely, as well as being shared and seen by a
much larger audience than might be intended.
Below are our expectations for using social media.
We treat others with respect
Whenever interacting with, or talking about, team
members, customers or others connected with work,
or when discussing Woolworths Group on social
media – whether at work or not – you should:
• treat everyone with dignity, courtesy and respect,
even if they have made negative, inflammatory or
untrue comments about you or Woolworths Group
• not make insulting, demeaning, threatening,
sexual or discriminatory comments to or about
someone (even if the other person is not
mentioned by name)
• not send sexual or offensive pictures or videos
• not disclose personal information about other
team members or customers
• not post or share anything about team members,
customers or other people connected with the
Group that is inconsistent with our Respectful
Workplace Policy
We protect our confidential information
Some information you come across at work can
e sensitive or confidential, so it’s important that
you never share this on social media (other than
appropriate sharing for work purposes on internal-
only forums such as private work Google+ pages)
or ‘like’ or re-share other people’s posts containing
Woolworths Group’s confidential information.
Confidential information is internal information
that is not readily available to the public. This might
include information about team members, customers,
strategy, business plans, internal events, profit
information, sales results or upcoming promotions.
For more information about confidential information,
see page 22.
We are advocates for Woolworths Group and
our businesses
Using social media to promote our Group and
usinesses is encouraged. However, you shouldn’t
talk negatively about Woolworths Group, or share,
comment on or ‘like’ anything that might damage the
Group’s reputation,
and or commercial interests,
including posts that are inco
ect or misleading.
It’s important to remember that if you list your
workplace on social media, people will see you as a
face of our business even when you are not working
or talking about work.
We all need to make sure we’re using social media safely and
effectively, and always ensure we’re doing the right thing online.
What would you do in this situation?
1. Sarah hears from another team member that
Woolworths will be stocking an innovative new product in
the lead up to Christmas. She posts on LinkedIn that she
is excited to work for a company that supports product
innovation, but does not mention the specifics of the
product. Is this okay?
2. Tom hears that Dan Murphy’s will be dropping prices
on a range of products on Saturday. He posts on Facebook
that people should hold off on buying alcohol until then.
Is this okay?
Answers
1. Yes, Sarah has not revealed any confidential information, so this is okay.
2. No. Tom has revealed confidential information. Even if he was trying to help customers, this was not the right way to
do that. In addition to being seen by Tom’s Facebook friends, this information could also potentially be picked up by the
media and/or competitors and this may have a negative impact on sales and Dan Murphy’s competitive advantage.
If you want to raise a concern about Woolworths
Group, or anything related to the Group, you should
speak to your team leader or contact People Advisory
or Speak Up – social media is not an appropriate
forum for this.
We are honest and transparent
If you are talking about Woolworths Group or related
topics, or even retail in general, you should make
it clear that you work for the Group but the views
you are expressing are your own (not the Group’s).
Team members can only comment on behalf of
Woolworths Group or use logos and
anding with
approval from one of our Social Media teams.
Check before posting
Before posting anything related to work, we
encourage you to reread your post and ask yourself:
• how might your post impact Woolworths Group
if it becomes widely viewed?
• would you want your team leader or team members
to see it?
• are you revealing any confidential information?
• how would a customer feel if they read the post?
Social media
During work hours
Use of social media during work hours should not
impact your ability to do your job. Generally, social
media should only be used during
eaks, unless it is
eing used for work purposes (for example finding a
ecipe or social media promotion for a customer).
Need more information? Please see the
Social Media Policy and Guidelines.
How we act
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As a representative of Woolworths Group, everything
you do at work and the decisions you make can have
a direct impact on the Group’s reputation. We always
want that impact to be positive.
So we encourage all our team members to behave
in a way that continues to build our good reputation.
A good reputation is hard to earn, but can be
easily damaged.
To ensure that you do not inadvertently risk
Woolworths Group’s reputation, it is important that
you don’t:
• provide information to the media or talk to the media
if they approach you – unless your role authorises
you to do so. If the media does approach you, refer
them to the contact details of the Woolworths
Group Media team listed on this page
• provide information to politicians or government
officials, unless approved by the Government
Relations team
• reference Woolworths Group negatively in any
online social medium or public forum
As Woolworths Group is a well-known business in
Australia and New Zealand, the media, politicians,
industry associations, community groups and regulators
understandably pay close attention to what we do.
Media & external
stakeholders
We also strive to have a positive relationship with
everyone we interact and work with, so it’s important
that all enquiries from customers, partners, the media
and all other external groups and organisations are
dealt with quickly and appropriately.
If the media approach you, please refer
them to the Woolworths Group Media team at
[email protected] or (02) 8885 1033
in Australia, or [email protected]
if you’re in New Zealand.
How we act
15
That means:
• you must comply with all relevant laws regarding
lo
ying, gifts or benefits to government officials or
government employees
• any donation to a political party made by or on
ehalf of Woolworths Group must be consistent
with the Group’s Political Donations Policy
Woolworths Group respects the rights of team members
to participate in the political process, but we also need to
avoid any potential conflicts of interest or situations that
could damage our reputation.
Political activities
It’s also important that any person who considers
unning for elected office does not inadvertently
create a conflict of interest or impact Woolworths
Group’s reputation and that the process occurs
purely in an individual capacity. If you are thinking
of running for elected office, you should also notify
your team leader.
If you have any questions or concerns, contact the
Head of Government Relations and Industry Affairs.
For more information please see the Political Donations
Policy and the Fraud, Anti-Bribery and Co
uption Policy.
How we act
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16
We are all expected to act in the best interests of Woolworths Group.
This means that we should all avoid conflicts between our own
interests and the Group’s interests wherever possible.
Conflicts of interest can be any personal interests,
elationships or activities that may influence you
(or even be seen to influence you) to act in a way
that is not in the Group’s best interests.
If you think you might have a potential conflict
of interest (or if someone else might perceive one),
you must disclose that interest to your team
leader. You will also need to make a conflict of
interest declaration.
Some examples of conflicts of interest include:
• your sibling holding a sales role with a supply
partner, who you may end up negotiating a
contract with
• having a material financial interest in a
usiness which is seeking to do business with
Woolworths Group
• your spouse holding a senior position with a
major competito
• you working for Woolworths Group and having
a second job with a competito
What would you do?
2. Sally wants to hire her boyfriend, Nick, to work on a
project. Nick is an expert in this particular work, and Sally
has received advice from the Performance and Reward
team on what the market pay for the role is. Is it okay for
Sally to hire Nick?
1. Bill, a Store Manager, wants to hire his son, Max, to
work in store over Christmas. Max has no prior retail
experience, and Bill has interviewed stronger candidates
for the role. Is it okay for Bill to hire Max?
Answers
1. Although it’s great that Bill wants Max to join the team, he needs to ensure that the best candidate for the role is selected and that Max is not given unfair preference over others. Bill should seek advice from
the Talent Acquisition team and his Culture and People Partner. It may be better for Max to work at another store, where there were fewer experienced applicants and where Max would not be managed by his father.
2. Although the choice is legitimate and Sally is trying to do the right thing for Woolworths Group, Sally hiring Nick might look like a conflict of interest. It’s fine for Sally to put Nick’s name forward for the role, but Sally should
let the Talent Acquisition team do a proper search to make sure Nick is the best person for the job. Sally should also let her team leader and her Culture & People Partner know about the potential conflict and seek their advice.
If Nick is found to be the best person for the job and is hired, he shouldn’t report to Sally and Sally shouldn’t be involved in future decisions for him regarding promotions, pay and ongoing performance management.
Conflicts of interest
If you have a potential or perceived conflict of
interest, avoid putting yourself in a position
where you are choosing between what is in the
Group’s best interests and what is in your
interest (or the interest of someone you are
connected with). You should seek help from your
team leader with this. You mustn’t use your
position with Woolworths Group to obtain
personal benefit (other than remuneration and
other Woolworths Group benefits) or to benefit
any other business or person.
Generally, you shouldn’t have influence over
someone’s job or career if you are in a close personal
or romantic relationship with them, unless this is
approved by your team leader.
Need more information? See the Conflict of Interest
Policy and the Close Personal Relationships Policy.
How we act
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How
we do
usiness
We’re committed to acting fairly and honestly in all dealings with
our partners, our customers and our communities. And within
Woolworths Group we always make sure we are protecting
property, technology and information. As a member of the
team, you’re expected to uphold and support this commitment
alongside your team members.
How we do business 18
Woolworths Group property 19
Gifts & entertainment 20
Using information technology 21
Personal & confidential information 22
Trading in shares in Woolworths Group & other companies 23
Record keeping 24
Prefe
ed dress 25
Our Code of Conduct
18
How we do
usiness
What would you do in this situation?
1. One of Rob’s partners calls to tell him that some
products have been seized by a foreign government,
and that the government is demanding $10,000 to
elease the shipment. What should Rob do? Should he
make the payment?
Answers
1. No. Bribes or facilitation payments should never be paid by a team member or by a third party. Rob should immediately raise this with his team leader, his Culture & People Partner, or through Speak Up.
No payments should ever be made to make someone act in Woolworths Group’s favour, a team member’s favour or for the benefit of someone else (including family or friends).
2. Tara may give the sales rep the over-and-above display if it will be justified by sales, but Tara should not accept or be influenced by the inducement of a bottle of wine.
How we do business
One of our core values is that we always
do the right thing.
That means you should:
• ca
y out your duties in good faith, always following
relevant laws, policies and procedures
• complete the training applicable to your role and
raise anything that you don’t understand with
your team leade
• not engage in behaviour, or ignore behaviour
y others, which
eaches this Code of Conduct,
any of our policies or the law
• promptly raise issues or suspected
eaches
with your team leade
You should treat customers fairly and
with respect, by:
• listening to and valuing customer feedback
• addressing customer concerns regarding products
that are faulty, unfit or mislabelled
• ensuring our marketing, promotional information,
product packaging and labelling is legal, clear,
truthful and always carefully checked
You should treat product safety as paramount, by:
• ensuring that the products we supply are safe
and meet regulatory requirements, including
with regard to safety warnings and labelling
• taking accountability for your part in the delivery
and quality of products
• treating product recalls as a priority, being thorough
in preventing the sale of recalled products, and
informing our customers of a recall in a timely way
We all need to make sure we buy goods and services
fairly and responsibly. This means:
• obtaining the best value for money, but never by
acting unethically or unfairly
• rejecting, and never asking for, any form of
inducement or
ibe in return for business
• not placing undue and inappropriate pressure
on our partners
• complying with the Food and Grocery
Code of Conduct wherever applicable
• never cutting corners on the implementation of
our Responsible Sourcing Policy and Responsible
Sourcing Standards
• regularly reviewing our contractual a
angements
with partners
• ensuring that our buying and procurement
processes are transparent and in line with our
Fair Trading Principles
As a business, we need to comply with competition
laws. We do this by:
• ensuring we trade independently of our competitors
• ensuring we price our products and services to
provide a compelling offer to our customers in the
spirit of sound competitive behaviou
Need more information? See the:
• Compliance Policy
• Responsible Sourcing Policy
• Fair Trading Principles
• Food and Grocery Code of Conduct
• Fraud, Anti-Bribery and Co
uption Policy
• Environmental Claims Policy
• Quality Assurance Methodology and Principles
2. Tara, a Store Manager, is approached by a sales rep,
who offers to give her a bottle of wine if she puts his
products in an over-and-above display in a prominent
location. What should Tara do?
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We’re all responsible for the property that belongs to Woolworths Group, and need to
make sure we use items properly and take care of any property we come into contact with.
In your role you may be given access to things that
elong to the Group such as:
• cash
• equipment
• products and merchandise
• computers, mobile phones, tablets and passwords
• motor vehicles
• buildings and sites
• confidential information
• intellectual property
You should always handle stock, equipment and
other Woolworths Group property with care
and remember to:
• ensure every sale is processed through the point
of sale in the co
ect way
• assume that damaged or expired stock is wanted
and valuable to Woolworths Group
• never take any stock or property, no matter
how small or inexpensive
• where appropriate, seek permission from a
team leader to take property from the workplace
and ensure its removal is documented
• use property and business tools for their
intended business use and not for personal use
unless authorised
• return property, including hard and soft copies
of documents, when you stop working with
Woolworths Group
Woolworths Group property
Answers
1. No. It’s not right for Tracy to mark down a product so that she or another team member can buy it more cheaply. If Tracy is not sure whether the chicken is
needed or will be sold, she should speak to her team leader.
2. No. Samples are provided for a business purpose – Phil should check with his team leader before taking them home or using them for any other purpose.
3. Yes, if Prakash had not put the perishables back into the freezer (or in the case they were going into) before helping in Deli, the perishables would have
spoiled and been a stock loss – and may have created a food safety risk.
What would you do in this situation?If you believe that theft or damage to Woolworths
Group property is happening in your workplace
you should report it immediately to your team leader
or a loss prevention representative. Theft or damage
to property is a criminal offence.
To protect our customers, team members and sites,
Closed Circuit Television (CCTV) video surveillance
equipment operates at our sites. CCTV cameras are
clearly visible, and are not installed in bathroom areas,
change rooms or locker rooms.
How we do business
1. When Tracy finishes her shift, she marks down a roast
chicken that has just been cooked so that she can buy it
at a cheaper price. The store will be closing in an hour, so
the chicken possibly won’t be sold anyway. Is this okay?
2. Phil has been given samples of new nappies from
a partner. When he doesn’t think the nappies will be
needed any more, he gives them to his
other who has a
aby. Is this okay?
3. Prakash is moving a tray of perishables from a
freezer. Another team member asks him to help out in
Deli for fifteen minutes as it’s busy. To save time, the
team member asks Prakash to leave the perishables in
the co
idor while he helps out. Prakash tells the team
member that he needs to put the perishables back in the
freezer before helping in Deli. Is this right?
20
Gifts & entertainment
Examples of gifts and entertainment include
things like physical products, partner-paid trips,
tickets to sport or entertainment events, and any
other personal favours.
If you are offered a gift, you are expected to:
• decline the gift, o
• if declining the gift is not possible or is inappropriate,
the gift can be accepted, but should be logged in
the Gift and Entertainment Register and used for
charity or raffle prizes
What would you do in this situation?
Answer
Because a voucher or gift card is classed as a gift, Sam should thank the sales rep but politely decline the gift, explaining that Woolworths Group policy is to not accept gifts.
If you are offered entertainment:
• it can be accepted if the value does not exceed
AU/NZ$100 per person
• if the value exceeds $100 per person
and you would like to accept the entertainment,
you should pay the value greater than $100
and notify your team leader (exceptions apply
for partner award dinners – see the Gifts and
Entertainment Policy)
Need more information?
See the Gifts and Entertainment Policy
We’re committed to being honest, unbiased and behaving with integrity
every day. To maintain a level playing field for all of our partners, our policy
is to not accept gifts, and to only accept entertainment in accordance
with the Gifts and Entertainment Policy.
How we do business
A sales rep gives Sam a $25 gift card to cele
ate a
successful promotion. What should Sam do?
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21
To keep our systems safe:
• team members are provided with unique
accounts with passwords, which should not
e shared with others
• information sent, received or stored on
Woolworths Group systems (including email,
internet and intranet) may be monitored
• if you receive a suspicious email, do not respond or
click on any links, instead report the email to
the IT Service Desk immediately on 1800 008 584
(Australia) or 0800 501 801 (New Zealand) or
forward the email to [email protected]
• familiarise yourself with and always act
in accordance with the Acceptable Use of
Information Systems Policy
Need more information? See the Acceptable
Use of Information Systems Policy
All team members have a role to play in protecting
Woolworths Group’s information, including customer
information. We must also act to protect all technology
and information systems within the Group.
Using information
technology
Answer
Emails such as the one Jing received are often used by scammers to trick the recipient into submitting their personal or financial information and are commonly refe
ed to
as Phishing emails. Jing should not click on the link and should either contact the IT Service Desk or forward the email to [email protected] for investigation.
What would you do in this situation?
Jing receives an email from a well-known organisation
saying that she has won a free holiday which she
must claim within 24 hours by clicking on a link.
What should Jing do?
How we do business
https:
wowpeople.woolworths.com.au/content/wowPeoplePortal/en/homePage/contents/contentPage/acceptable_use_of_in.html
https:
wowpeople.woolworths.com.au/content/wowPeoplePortal/en/homePage/contents/contentPage/acceptable_use_of_in.html
22
Personal & confidential information
What would you do in this situation?
Answers
1. No. Generally, medical information must be kept confidential (unless the team member consents to the information being shared)
and can only be used for the purpose it is provided.
2. Rohan should tell his team leader, Culture & People Partner, the Cyber Security Team or the Incident Management Centre immediately.
They may be able to recover the email or can take steps to ask the recipient to delete the email. It may also be necessary to undertake
a review to determine whether the customers need to be notified.
3. No. Rachna is giving away confidential information. This is not okay, even if Rachna’s sister promises not to tell anyone or use the information at work.
Rachna and her sister may also be
eaching competition laws by discussing price and promotions.
To help us remain competitive, and to keep the information people trust us with safe, team
members should not share Woolworths Group information with any person who is not authorised
to see that information. This applies both during and after Woolworths Group employment.
As part of your role you may be trusted with
documents and information that belong to
Woolworths Group, our customers, team
members and partners.
Personal information
Under privacy laws, there are strict rules about
how we can collect personal information from our
customers, team members and others, how we can
use that information (including restrictions on
sharing it with others) and what we need to do to
protect the information. Remember, someone’s
personal information generally can’t be shared
without that person’s consent. We all play a part
in complying with these rules.
Customers
Woolworths Group places great importance on
protecting our customers’ information. You must
ensure you only collect, use, retain, store or disclose
customer information in accordance with the Group’s
policies, and only where this is required for your role.
For example, if you find a lost credit card, you must
take appropriate steps to keep it, and the personal
information on it, secure, as strict rules apply for
dealing with credit card data.
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