SAMPLE. Not for training purposes. Student Workbook. BSBDIV301 Work effectively with diversity. 1 st Edition 2015
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1 Student Workbook BSBDIV301 Work effectively with diversity 1 st Edition 2015 Part of a suite of support materials for the BSB Business Services Training Package
2 Copyright and Trade Mark Statement 2015 Innovation and Business Industry Skills Council Ltd All rights reserved. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise, without written permission from the publisher, Innovation and Business Industry Skills Council Ltd ( IBSA ). Use of this work for purposes other than those indicated above, requires the prior written permission of IBSA. Requests should be addressed to Product Development Manager, IBSA, Level 11, 176 Wellington Pde, East Melbourne VIC 3002 or sales@ibsa.org.au. Innovation and Business Skills Australia, IBSA and the IBSA logo are trade marks of IBSA. Disclaimer Care has been taken in the preparation of the material in this document, but, to the extent permitted by law, IBSA and the original developer do not warrant that any licensing or registration requirements specified in this document are either complete or up-to-date for your State or Territory or that the information contained in this document is error-free or fit for any particular purpose. To the extent permitted by law, IBSA and the original developer do not accept any liability for any damage or loss (including loss of profits, loss of revenue, indirect and consequential loss) incurred by any person as a result of relying on the information contained in this document. The information is provided on the basis that all persons accessing the information contained in this document undertake responsibility for assessing the relevance and accuracy of its content. If this information appears online, no responsibility is taken for any information or services which may appear on any linked websites, or other linked information sources, that are not controlled by IBSA. Use of versions of this document made available online or in other electronic formats is subject to the applicable terms of use. To the extent permitted by law, all implied terms are excluded from the arrangement under which this document is purchased from IBSA, and, if any term or condition that cannot lawfully be excluded is implied by law into, or deemed to apply to, that arrangement, then the liability of IBSA, and the purchaser s sole remedy, for a breach of the term or condition is limited, at IBSA s option, to any one of the following, as applicable: (a) if the breach relates to goods: (i) repairing; (ii) replacing; or (iii) paying the cost of repairing or replacing, the goods; or (b) if the breach relates to services: (i) re-supplying; or (ii) paying the cost of re-supplying, the services. Published by: Innovation and Business Industry First published: June 2015 Skills Council Ltd 1 Level 11 st edition version: Wellington Pde Release date: June 2015 East Melbourne VIC 3002 Phone: Fax: reception@ibsa.org.au ISBN: Stock code: BSBDIV3011W
3 Table of Contents Getting Started...1 About the unit...1 Features of the training program...1 About the Student Workbook...1 Recommended reading...2 Introduction...3 Section 1 The Value of Diversity...4 What skills will you need?...4 What is diversity?...5 Responding to difference...7 Avoiding assumptions...9 Diversity in the workplace Section summary Further reading Section checklist Section 2 Diversity and Legislation What skills will you need? Equity and access Diversity legislation Workplace codes of conduct, policies and procedures Section summary Section checklist Section 3 The Work Environment What skills will you need? The physical environment The workplace culture Section summary Section checklist Section 4 Working Together What skills will you need? The value of diverse teams Inclusive communication Resolving misunderstandings Section summary Section checklist Glossary... 57
4 Appendices Appendix 1: SMART TAFE Diversity, access and equity policy Appendix 2: SMART TAFE anti-discrimination, anti-harassment, equal opportunity and anti-bullying policy Appendix 3 True or false quiz... 67
5 Getting Started Student Workbook Getting Started About the unit This unit describes the performance outcomes, skills and knowledge required to recognise and interact productively with diversity in the workplace. It covers sensitive responses to, and interactions with, types of diversity that might be encountered during the course of work. This unit applies to individuals who work in a variety of contexts, where they will be expected to interact with a diverse client and/or co-worker population. Features of the training program The key features of this program are: Student Workbook Self-paced learning activities to help you to understand key concepts and terms. The Student Workbook is broken down into several sections. Facilitator-led sessions Challenging and interesting learning activities that can be completed in the classroom or by distance learning that will help you consolidate and apply what you have learned in the Student Workbook. Assessment Tasks Summative assessments where you can apply your new skills and knowledge to solve authentic workplace tasks and problems. About the Student Workbook This Student Workbook is designed to assist the learner using self-paced activities about diversity and working effectively with diversity. It includes many industry examples, case studies and links to websites of organisations that provide legal information and informative company policies. Specifically, you will develop the skills and knowledge in the following topic areas: 1. The value of diversity 2. The law and diversity 3. The work environment 4. Working together. Your facilitator may choose to combine or split sessions. Innovation & Business Skills Australia has licensed the use of over 200 video vignettes from the Channel 9 television program, Your Business Success. The videos have been carefully selected and embedded into relevant learning and assessment resources in order to assist education providers and students in the learning process. Each video is accompanied by a learning activity. Videos can be found on IBSA s YouTube channel at < BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 1 of 67
6 Student Workbook Getting Started Recommended reading Some recommended reading for this unit includes: Diversity Council Australia, viewed June 2015, < Australian Human Rights Commission, viewed June 2015, < Australian Network on Disability, viewed June 2015, < It Gets Better Australia, viewed June 2015, < Please note that any URLs contained in the recommended reading, learning content and learning activities of this publication were checked for currency during the production process. Note, however, IBSA cannot vouch for the ongoing currency of URLs. Every endeavour has been made to provide a full reference for all web links. Where URLs are not current we recommend using the reference information provided to search for the source in your chosen search engine. 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 2 of Innovation and Business Industry Skills Council Ltd
7 Introduction Student Workbook Introduction Diversity in the workplace can be broadly described as a workplace that includes employees with a lot of individual differences. A diverse workplace will value differences such as gender, age, culture, disability and lifestyle choices. Individual differences are what make people interesting and our community diverse. Employers recognise that diversity in the workforce is something to be celebrated and included in planning. Rather than ignoring or excluding people with different abilities, it is more effective to look for the ways that these differences can contribute to a vibrant and innovative workforce. People need the opportunity to contribute according to their abilities, and to feel valued and acknowledged by society. Just because a person has a physical disability, it does not mean that they cannot think clearly, work at a computer or be part of a project planning team. Every person, no matter what their situation, has the right to work and be free from any intolerance or limiting behaviour from those around them. In any industry you might work in, you will be interacting with wide range of people. Australia has a diverse culture we all need to be committed to inclusivity. This commitment is supported by Australian legislation which is also reflected in the policies and procedures of organisations. Developing the skills to incorporate these considerations into workplace behaviours and interactions will enhance your own skills as an employee. BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 3 of 67
8 Student Workbook Section 1 The Value of Diversity Section 1 The Value of Diversity This section is about recognising, accepting and adapting to differences between people in the workplace. You will examine ways of recognising your own attitudes and developing appropriate responses and behaviours so that you are supportive of equal opportunity and anti-discrimination policies and procedures. Scenario: Promote diversity As one of America s leading energy companies, Exelon has over 20,000 employees and generates billions of dollars in revenue. Exelon has made a commitment to diversity as part of its core business strategy and it is embraced at the highest levels of the organisation. Exelon has even created a Corporate Diversity Council, which is responsible for examining diversity best practices, understanding diversity issues, as well as developing and implementing diversity initiatives. The organisation focuses on four core strategic areas: workforce diversity civic and social commitment education and support supplier diversity. The CEO of the company has listed these initiatives as one of the key factors in the economic and social success of the organisation. As workplaces become more diverse, employees can be challenged by some of the new situations they will face. These situations have the potential to lead to misunderstandings and difficulties if employees are unprepared. Sometimes our ideas about what people like or need are incorrect because the ideas are based on assumptions rather than facts. You might feel a person you are meeting is different from anyone else you have met and it could be a bit unsettling. This section invites you to think about your reactions to some of these situations. What skills will you need? In order to work effectively with diversity you must be able to: demonstrate an understanding of the value of diversity recognise and address your own responses to difference recognise and respect individual differences respond to differences sensitively accommodate diversity using appropriate verbal and non-verbal communication. 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 4 of Innovation and Business Industry Skills Council Ltd
9 Section 1 The Value of Diversity Student Workbook What is diversity? Diversity is variety in all areas of life. In the work environment, you might consider a diverse workplace to include differences in: gender nationality cultural background age language sexual orientation religious belief family responsibilities life experience educational background wealth marital status personal responsibilities family clothing previous experiences perspectives food preferences working styles personality aspirations. If you have a workplace made up of very similar individuals for example, a workplace made up of individuals of one gender, similar ages, all who have grown up in the same area it can be harder to come up with fresh ideas that will benefit the organisation. This would be called a homogenous, rather than a diverse, workplace. A workplace lacking in diversity can also be a less interesting place to work in. The diversity of an organisation s workforce can be one of its greatest strengths. Successfully managing diversity involves creating an environment that values and uses the contributions of people with different backgrounds, experiences and perspectives. Organisations also need to recognise the contribution that diverse perspectives add when looking for new ideas and implementing workplace procedures and initiatives. The value of diversity Diversity has great value in the business world. The ability to learn different ways of doing things and sharing knowledge from different perspectives is exciting even if it is sometimes challenging. There are some challenges while working with diversity, yet they are outweighed by the many benefits, which include: improved recruitment by being seen as an appealing organisation to work for. improved retention of employees through job satisfaction reduced training cost due to less staff turnover being able to extend into new markets, and gaining a cultural understanding of that market increased innovation and variety of ideas better relationships with clients and stakeholders BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 5 of 67
10 Student Workbook Section 1 The Value of Diversity greater sense of unity as an organisation reduced workplace stress and conflict as well as improved work attendance increased awareness, understanding and trust. 1 Another benefit of a diverse workplace is that it increases empathy with suppliers and customers; employees are more likely to be in touch with the needs of customers and suppliers. If an organisation is seen to actively develop trusting relationships between diverse staff and customers, the organisation demonstrates that diversity is valued. Workplace diversity incorporates the idea of equal employment opportunity (EEO). Equal employment opportunity policies target continued disadvantage experienced by some groups of people such as women, Indigenous Australians, people with disabilities and those who suffer disadvantage on the basis of race or ethnicity 2. Developing strong EEO policies plays an important part in achieving workplace diversity. Learning activity: Diversity in Australian workplaces Choose one of the key areas of diversity identified by the Diversity Council Australia to investigate in more detail. These areas are: gender culture disability generational/mature age Indigenous lesbian, gay, bisexual and transgender (LGBT) multi-faith. How many Australians do you think fit into the category you have chosen (where applicable), and how do you think this area of diversity affects the Australian workforce. 1 Attorney-General s Department, 2006, Workplace Diversity: strength in diversity, Attorney-General s Department, Canberra, available online, viewed June 2015, < 2 Source: Australian Public Service Commission Website Guidelines on workplace diversity, viewed June 2015, < 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 6 of Innovation and Business Industry Skills Council Ltd
11 Section 1 The Value of Diversity Student Workbook Visit the Diversity Council Australia website < and look at your category under the key diversity areas tab. Read the overview of your chosen key diversity area and the Business Case for your key area. How did your opinions compare to the information provided by the Diversity Council Australia? Responding to difference It is easy to make incorrect assumptions about other individuals. In your work environment, one of the initial challenges to working with diversity is recognising differences based on fact rather than based on assumption. Some areas of diversity are instantly recognisable, others are hidden. Some are visible, but misunderstood. This can create a barrier to communication or recognition of abilities. Learning activity: Diversity and difference Try this true/false quiz to see what you already know about this topic. Tick a True or False box for your opinion on the statement. (See Appendix 3 for the answers) Statement True False 1 88% of disabilities are not visible % of Australians will experience a mental health problem at some point in their lives 3 10% of the population are same sex attracted 4 60% of Indigenous Australians are under 25 years of age BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 7 of 67
12 Student Workbook Section 1 The Value of Diversity 5 39% of the nation's household wealth is owned by people over 55 6 Only 3% of senior managers are women 7 58% of all employees feel that the pressure of work detracts from their family and personal life. Being sensitive to difference It is one thing to speak about diversity and sensitivity to diversity, but what does this mean in real life? In the workplace, people s differences present themselves in many different ways including mannerisms, accents, word choice, actions and preferences. Sensitivity towards others is based on the foundation of respect and dignity. Rather than getting overly concerned about what words/phrases you should or shouldn t say, you should focus on challenging your assumptions about people, being open to learning about differences and using positive communication at all times (more information on positive communication is provided later in this workbook, starting on page 47). How you interact with others demonstrates how well you understand their feelings. Taking the time to understand what it would be like to experience work/life from another person s perspective is sometimes difficult but it is a great first step in becoming more sensitive to them and their needs. Scenario: Hotel drinks Manjit worked in the hospitality industry at a city hotel. His Sikh religion meant that he drank no alcohol. Manjit s co-workers, rather than respecting this, joked about it and either offered him drinks repeatedly or would exclude him from social events explaining that they didn t want to be with a non-drinker. After some time, Manjit felt pressured to drink with them rather than be too different, but it made him feel very uncomfortable and he knew his family and community would be disappointed with his behaviour. He certainly was not physically forced to do anything, but it was more difficult not to join in than to stay true to his upbringing. Manjit loved his job but eventually left it as the whole situation made him so uncomfortable. Do you think this scenario is a common occurrence in a culturally diverse workplace? How could the city hotel management and Manjit s co-workers manage this scenario better? Demonstrating sensitivity involves: having an open mind and good listening skills recognising that people coming from different cultures may have different values, ways of thinking and behavioural habits recognising your own prejudices and assumptions and being prepared to challenge them when necessary changing your behaviour where needed considering the needs of others. 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 8 of Innovation and Business Industry Skills Council Ltd
13 Section 1 The Value of Diversity Student Workbook Tolerance The term tolerance has been used in the past in relation to diversity and difference, but its use is discouraged. By saying that something is tolerated, there is an implication that there is something negatively different about the other person, that tolerance is required when around this person. For example, if a person talks about their tolerance for rainy, cold weather, they are usually saying that they can deal with that weather despite finding it unpleasant. To state you have a tolerance for a certain difference in a person may imply your dislike that difference. Being tolerant is not based on showing dignity and respect towards others and will not lead to positive communication. Responding to difference Wherever you work in Australia, it is likely that you will be part of a diverse work group. You will need to work effectively and positively within this diversity. Making assumptions about another person can be a barrier to effectively working with that person. This will be discussed shortly. One way of becoming aware of any prejudices or ideas you may have concerning certain groups is to learn more about them. Avoiding assumptions Making assumptions about people means that you consider something to be true about them when you have no proof that it is true. As an example, to believe that a co-worker supports a certain sports team because of where they live, without asking that person, would be an assumption. This kind of assumption may not be offensive, but many assumptions are considered to be offensive. Not only might the person be offended by what you believe about them, but making assumptions shows a lack of interest in learning about the person; their wants, needs and interests. Making assumptions about other people is part of trying to categorise and group them. Judging a person using the beliefs we hold about a group they belong to means that we can often reduce people to stereotypes. A stereotype is a generalised and oversimplified idea of a type of person. Usually a stereotype is based on one or several assumptions. For example, All Australians drink beer, or smart people wear glasses are stereotypes. The characteristic you are stereotyping may be true of certain members of the group, however, that does not mean it is true of the group. Case study: Your experience Have you ever been part of a class (or team) that had a bad reputation at school? The teachers disliked taking the class, jokes were made about the class, and the class was soon another word for bad behaviour? If you were not responsible for any of the behaviour that created this reputation, you ll know how unfair it is. For example, just because one person was rude, the entire class was punished by missing a rest break. If you were responsible for the behaviour you can probably see that not everyone in the group created the situation. But everyone suffered from it. BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 9 of 67
14 Student Workbook Section 1 The Value of Diversity It s the same with stereotypes. Just because you re a person with a disability, doesn t mean you re incapable of applying the reasoning as a person without a disability. Because you re a woman doesn t mean you re not interested in car engines and just because you re French, does not mean you love bread. Attitude Some of the material in this guide may be confronting or contradict some of the understandings you have of the world. It may ask you to recognise and be aware of your attitudes and to alter some of your behaviour to comply with the law and policy and procedures, and to enhance teamwork. The activities in this section are designed to help you become aware of your attitudes. There are no right and wrong answers, the information in these activities will not be shared unless it is stated on them that you need to take the results with you to the group sessions. Learning activity: Differences in people that make me uncomfortable Close your eyes and try to think of two people that you may feel awkward/uncomfortable around? There can be many reasons why we might feel awkward around people. You might not be accustomed to being around certain groups of people, or you may even have grown up in a family/school/community that brought you into conflict with people who were different in some way. Remember that there are many areas of life where differences can be expressed. You may want to review the list on page 5 and spend some time thinking about how those differences have made you feel uncomfortable in the past. Sometimes it is difficult to identify assumptions because we think of them as true, or pay little attention to the way we think. This may not be an easy task, but it can be valuable to identify preconceptions that you didn t realise you had. Write them down below: Type of person you feel uncomfortable around. Group 1 Group 2 How are they different from you? 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 10 of Innovation and Business Industry Skills Council Ltd
15 Section 1 The Value of Diversity Student Workbook Group 1 Group 2 Why do you think you feel uncomfortable around them? Can you identify assumptions you hold about this group of people? List some similarities between yourself and this group of people. Do you think there some methods that you could use to understand these people better and feel more comfortable around them? What could you do? BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 11 of 67
16 Student Workbook Section 1 The Value of Diversity Learning activity: When have I discriminated? Review the list of diversity in the workplace on page 5 and keep it in mind when you are completing this activity. List two positive ways that you embrace diversity around you. List two instances when you may have discriminated against somebody else (regardless of whether it was accidental or not). List two instances when you have felt discriminated against from somebody else (regardless of whether it was accidental or not) and how did it make you feel? By identifying our prejudices and/or fears we can develop a better understanding of why we may discriminate against a certain type of person. Having an understanding of why, and a willingness to improve ourselves and our environment, is a significant step to promoting an inclusive and positive culture in the workplace. As a result, everyone will benefit from the change. Diversity in the workplace Cultural diversity The word culture refers to the agreements and understandings we live by as a community and hand down through generations. It can be defined as the set of shared attitudes, values, goals, and practices that characterises an institution, organisation or group. Culture directly reflects what we hold to be important. Culture often refers to values shared within broader society, but it can also be used to describe values shared by within a certain environment, such as the culture of a workplace, or of a suburb. Workplace culture is discussed in further detail on page 41 of this workbook. 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 12 of Innovation and Business Industry Skills Council Ltd
17 Section 1 The Value of Diversity Student Workbook Sometimes, differences in culture can create communication barriers. For example, in some cultures it is considered disrespectful to make direct eye contact. In another culture making eye contact shows that you are interested in, or paying attention to, what the other person is saying. In this case, not making eye contact may make you appear dishonest. Sometimes making eye contact demonstrates confidence and sometimes a lack of eye contact may be because an individual feels shy. What this example demonstrates is that the way the behaviour is interpreted according to our beliefs, values and attitudes can lead to miscommunication. Rob Lowe, a Whurrong elder, in explaining miscommunication between the police force and Indigenous youth, says: Because we don't make eye contact it doesn't mean to say that I don't understand what you're saying, but vice versa... because if we looked in your eye, it's disrespectful, and it's also a shame to do that. 3 Learning activity: Cross-cultural communication Go to the All in the mind website at < This is a radio show that is broadcast on ABC s Radio National. Using the search button, find the transcript for Deep listening: working with Indigenous mental distress. This program looks at communication barriers between mental health professionals and Indigenous Australians. List two barriers to communication that are mentioned in this transcript. You will not need to read far into the transcript to identify some barriers. Over 400 languages, including Indigenous languages, are spoken by Australians. 25% of the Australian population was born overseas and the 27% of the population who have at least one parent born outside Australia 4 and a wide variety of religious and cultural traditions are practiced. As diversity in language and ethnic backgrounds in Australian increases, so should diversity in the workplace. The following sections look at other areas of diversity that will affect workplace diversity. 3 Deep listening: working with Indigenous mental distress, 2007, radio program, ABC Radio National, Melbourne, 7 September. Transcript available at < 4 Australian Bureau of Statistics < BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 13 of 67
18 Student Workbook Section 1 The Value of Diversity Race Race includes skin colour, descent, nationality, ancestry, ethnic background or any characteristics associated with a particular race. As previously mentioned, Australia is a diverse and multicultural society with people from over 180 countries. It is vital that workplaces do not discriminate on the basis of race. The following scenarios help demonstrate how racial discrimination may sometimes be used by an organisation: Religion In Australia there are many religious faiths practised today. Every person has the right to freely observe their religion. Religion in the workplace can bring unity and productivity, but tensions are all too common. Sensitivity towards all cultures and faiths is what makes Australia great, and it is important to continuously try to be open and understand cultures different to your own. Respect for another person s belief is key in this area. Disability A disability may be permanent, or it may be a temporary one, such as a broken arm or damaged knee. Some disabilities are lifelong; others are acquired through accidents or illness. Disability covers: physical intellectual psychiatric sensory neurological or learning difficulties presence in the body of organisms causing diseases. As you can see from this list, many kinds of disabilities may not be immediately obvious to you. More than two million Australians of a working age have a disability of some kind, although many of these disabilities are not immediately recognisable. Employment of Australians with a disability is low compared to those without a disability, but this does not have to be the case. Government policy is encouraging higher rates of employment of Australians with a disability. This group of people represent an untapped pool of talent and ability. Parts of the Disability Discrimination Act require employers to provide reasonable adjustment to enable disabled employees to perform their work effectively. This is covered further in Section 3, but it is important to recognise the adjustment does not mean a lowering of work standards and output. Staff with disabilities should be expected to meet the same level of quality and performance as other staff. Sometimes adjustments may need to be made to facilitate this. Businesses are finding that there is great value in employing people with a disability. Some of the companies and organisations who have active policies in this include, among many others; Subway, IBM, The Australian Public Transport Authority, Ford Australia and Google. 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 14 of Innovation and Business Industry Skills Council Ltd
19 Section 1 The Value of Diversity Student Workbook Learning activity: Challenges and benefits Go to < and access the short case studies. Read at least two and summarise the employer s experiences of employing people with disabilities. Use dot points to express the challenges and benefits that you found. Challenges Benefits Challenges Age Benefits Due to Australia s ageing population, the number of people between the age of 65 and 85 is predicted to more than double between now and This means that the number of working Australians over the age of 15 will decrease. Mature age Australians will become an increasingly important group of potential workers. With time, it will become increasingly important for employees and employers to recognise the value of the mature age workforce. Figures show that mature-aged job applicants become discouraged through constant rejection and end up retiring or withdrawing from the workforce. This is a waste of talent and experience. It should be noted that: age is not a genuine employment criterion age is a poor predictor of performance it is inaccurate to equate physical ability, mental ability or competence with age. 5 Attorney-General s Department, 2010, Intergenerational Report 2010: Australia to 2050, Attorney-General s Department, Canberra, available online, viewed June 2015, < BSBDIV301 Work effectively with diversity 1 st edition version: Innovation and Business Industry Skills Council Ltd Page 15 of 67
20 Student Workbook Section 1 The Value of Diversity Youth also confront many biases based on presumptions about younger generations. Generation Y (individuals born between the 1980s to the 2000s) are sometimes accused of: an inability to concentrate for an extended period of time lack of commitment or loyalty to a particular project over-reliance on person-to-person interaction online. Both mature age and young employees can face unnecessary generalisations that fail to recognise the individual s work capacity and knowledge. Learning activity: Case study What is your experience of generalisations towards a certain age grouping (for example; people aged between 18 21, 22 30, 30 45, 45+)? Read the case studies provided at the Australian Human Rights Commission s Know your rights: Age Discrimination, available at < Based on the style of these two case studies you, create one around your own experience (or the experience of a friend/family member) of being a young/old person in the workplace. 1 st edition version: 1 BSBDIV301 Work effectively with diversity Page 16 of Innovation and Business Industry Skills Council Ltd
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