Unit of competency Outline
Date retreived
22/07/2026 9:03 AM AWST
22/07/2026 9:03 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage diversity
Manage diversity
Unit of competency
National Code
PSPMNGT605B
PSPMNGT605B
State Code
C7982
C7982
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
21/07/2014
Field of Education
080399 - Business And Management, N.e.c.
Original Release Date
21/07/2014
Nominal Hours
60
Description
This unit covers productive diversity management to maximise workforce effectiveness. It includes contributing to, promoting and monitoring a diversity strategy; facilitating the development of a workforce that promotes and values diversity; and facilitating communication with a diverse workforce.In practice, managing diversity occurs in the context of other generalist or specialist work activities such as managing compliance, managing people and performance, managing recruitment and selection, managing employee relations, managing client service etc.This unit is one of a series of 6 competencies relating to diversity in the public sector, located in the Competency fields of Working in Government and Management. Related units of competency are:PSPGOV201B Work in a public sector environmentPSPGOV308B Work effectively with diversityPSPGOV408A Value diversityPSPGOV505A Promote diversityPSPMNGT702A Influence and shape diversity managementThis unit replaces and is equivalent to PSPMNGT605A Manage diversity.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Contribute to the development of a diversity strategy
- 1.1 The organisational context and framework for the diversity strategy are identified and key result areas are established.
- 1.2 A diversity strategy is developed that identifies diversity issues and objectives to enhance business unit and organisational effectiveness in accordance with public sector legislation and policies.
- 1.3 The strategy is used to identify benefits and opportunities provided by a diverse workforce and complies with legislative requirements, organisational policies and practices.
- 1.4 Diversity objectives in the strategy are linked with the demographic profile of the client base, the organisation's strategic goals and the core business of the business unit.
- 1.5 The strategy is developed in consultation with stakeholders, including people from key equity groups and the organisation's clients.
- 1.6 The strategy is designed to provide a mechanism through which diversity issues can be integrated within organisational policies and procedures, for example, recruitment and selection.
2. Promote and review diversity strategy
- 2.1 The strategy is communicated and promoted within the business unit and the organisation in accordance with audience needs and organisational requirements.
- 2.2 The need for diversity support programs is identified and programs are established in accordance with the objectives of the diversity strategy.
- 2.3 Individuals are encouraged to align everyday work with the diversity strategy in recognition that individuals are the implementers who will ensure the strategy's success.
- 2.4 Progress of diversity strategies within business plans is monitored and reported on in accordance with organisational policy and procedures.
- 2.5 The effectiveness of the strategy in contributing to organisational effectiveness is monitored and reviewed according to its specifications, and recommendations for enhancements are identified and acted upon.
3. Facilitate the development of a workforce that promotes and values diversity
- 3.1 Benefits of a diverse workforce are identified and communicated to those working within the business unit and the organisation.
- 3.2 Initiatives and resources to address barriers to equal employment opportunity within the organisation are developed or adopted in accordance with the diversity strategy.
- 3.3 A range of leadership styles is employed to facilitate intercultural management and to manage diverse teams.
- 3.4 The diersity factors associated with individuals within the workforce are identified and utilised in the delivery of services to diverse clients.
- 3.5 A range of working styles that are reflective of a diverse workforce is accepted and encouraged, unified to the organisational context.
- 3.6 Diversity training and awareness programs are utilised, as appropriate, to promote the benefits of a diverse workforce.
4. Facilitate communication within a diverse workforce
- 4.1 Language, literacy and numeracy issues are identified and addressed to facilitate full participation of all members of the workforce in work and development activities.
- 4.2 A range of communication strategies is employed to meet the needs of a diverse workforce and client base.
- 4.3 The target audience is identified and tailored communications strategies are adopted.
- 4.4 Resources to facilitate effective communication within the workplace are identified and utilised in accordance with organisational policy and procedures.
- 4.5 Ineffective and inappropriate communication strategies are identified and adjusted to meet the information needs of a diverse workforce and client base.
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
A diversity strategy is:
an expression of what a business unit or organisation intends to do to utilise diversity as a productive resource in order to maximise effectiveness and efficiency
Diversity issues may include:
equal employment opportunity issues such as:
direct and indirect discrimination - discriminatory systems and practices
harassment
racism
under-representation of equity groups in the public sector
employment of equity groups concentrated at lower levels in the public sector
women making up more than half of the public sector workforce but disproportionately represented at lower salary levels
barrier (or glass ceiling) that prevents equity group members progressing to higher salary levels
disproportionate representation of equity group members in non-permanent, casual or contract positions
inappropriate supervisory treatment of equity group members
sidelining staff from diverse backgrounds to 'diversity roles' rather than the opportunity to pursue what interests them, or where they add most value
workplace systems or practices that don't allow a balance between work and family responsibilities
inequitable access to acting opportunities, workplace training and development
culturally inappropriate workplaces
making reasonable adjustment to work processes
enabling access to buildings to people with a disability
quality of service delivery to clients from diverse backgrounds
people from recognised diversity groups not choosing to be identified through usual statistical collection methods
questioning/disregarding the dominant paradigm of the organisation
inappropriate treatment of those who don't fit the dominant paradigm of the organisation
risks associated with diversity not managed
different values:
uncertainty avoidance
collectivist/individualist
power/distance
masculine/feminine
resolving communication issues
developing cultural competence
negotiating commonalities
resolving conflict
negotiating difference
Public sector legislation and policies (relating to diversity) may include:
Commonwealth legislation addressing diversity issues, for example:
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Disability Discrimination Act 1992
Workplace Relations Act 1996
Privacy Act 1988
Human Rights and Equal Opportunity Commission Act 1984
State/Territory legislation addressing diversity issues, such as Victoria's Racial and Religious Tolerance Act
public service/public sector management acts
workplace diversity guidelines
national and international codes of practice and standards
the organisation's plans, strategies and policies relating to diversity
policies relating to language services
government policy mandating equal employment opportunity and/or workplace diversity requirements, such as:
Managing diversity in the Western Australian public sector, August 1995
Valuing cultural diversity, State of Victoria, 2002
public sector ethics/values/codes of conduct
public sector management standards (subordinate law)
Commissioner's directions/instructions
community guidelines, policy and practices (such as those within Aboriginal and Torres Strait Islander communities)
Benefits and opportunities of diversity in the workplace may include:
improved client service (internal and external)
improved access to government services and programs
improved relationship with the community
wider sources of recruitment
greater responsiveness to change
cultural enrichment
a workplace reflective of local demographics
promotion of creativity
retention of staff
community public relations
facilitation of attainment of organisation goals
improved service delivery
promoting equity and fairness
creation of a harmonious and supportive work environment
increased skills and experience added to the workplace
balanced workforce in terms of age, gender, race and culture
Business unit may include:
a program
sub-program
cost centre
area
division
branch
production unit or section located within the organisation
Stakeholders may include:
all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, including
employees at all levels of the organisation
other government and non-government organisations
union and association representatives
boards of management
government
Ministers
community
clients
Organisational policies and procedures may relate to:
recruitment and selection
learning and development
performance management
promotion and retention of staff
employment conditions
organisational mission and values
performance assessment
Methods of promoting diversity plans may include:
written documentation
manuals
policy and procedure statements
guides
information brochures and pamphlets
oral advice and guidance
one-on-one meetings
small group meetings
telephone contact and/or electronic mail
training programs
online resources
Diverse workforce refers to:
a workforce comprising employees with differences in:
age
culture
disability
educational background
ethnicity
expertise
family responsibilities
gender
interests
interpersonal approach
language
learning styles
life experience
marital status
not fitting the dominant paradigm of the organisation
personality
physical capability
race
religious belief
sexual orientation
socio-economic status
thinking styles
work experience
working styles
Barriers to equal employment opportunity may include:
individual and structural/institutional racism, sexism and other forms of exclusion and discrimination
direct and indirect discrimination
issues related to cultural diversity
exclusionary workplace practices
Communication strategies may include:
small group information sessions
use of plain English
translated information
use of bilingual staff
A diversity strategy is:
an expression of what a business unit or organisation intends to do to utilise diversity as a productive resource in order to maximise effectiveness and efficiency
Diversity issues may include:
equal employment opportunity issues such as:
direct and indirect discrimination - discriminatory systems and practices
harassment
racism
under-representation of equity groups in the public sector
employment of equity groups concentrated at lower levels in the public sector
women making up more than half of the public sector workforce but disproportionately represented at lower salary levels
barrier (or glass ceiling) that prevents equity group members progressing to higher salary levels
disproportionate representation of equity group members in non-permanent, casual or contract positions
inappropriate supervisory treatment of equity group members
sidelining staff from diverse backgrounds to 'diversity roles' rather than the opportunity to pursue what interests them, or where they add most value
workplace systems or practices that don't allow a balance between work and family responsibilities
inequitable access to acting opportunities, workplace training and development
culturally inappropriate workplaces
making reasonable adjustment to work processes
enabling access to buildings to people with a disability
quality of service delivery to clients from diverse backgrounds
people from recognised diversity groups not choosing to be identified through usual statistical collection methods
questioning/disregarding the dominant paradigm of the organisation
inappropriate treatment of those who don't fit the dominant paradigm of the organisation
risks associated with diversity not managed
different values:
uncertainty avoidance
collectivist/individualist
power/distance
masculine/feminine
resolving communication issues
developing cultural competence
negotiating commonalities
resolving conflict
negotiating difference
Public sector legislation and policies (relating to diversity) may include:
Commonwealth legislation addressing diversity issues, for example:
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Disability Discrimination Act 1992
Workplace Relations Act 1996
Privacy Act 1988
Human Rights and Equal Opportunity Commission Act 1984
State/Territory legislation addressing diversity issues, such as Victoria's Racial and Religious Tolerance Act
public service/public sector management acts
workplace diversity guidelines
national and international codes of practice and standards
the organisation's plans, strategies and policies relating to diversity
policies relating to language services
government policy mandating equal employment opportunity and/or workplace diversity requirements, such as:
Managing diversity in the Western Australian public sector, August 1995
Valuing cultural diversity, State of Victoria, 2002
public sector ethics/values/codes of conduct
public sector management standards (subordinate law)
Commissioner's directions/instructions
community guidelines, policy and practices (such as those within Aboriginal and Torres Strait Islander communities)
Benefits and opportunities of diversity in the workplace may include:
improved client service (internal and external)
improved access to government services and programs
improved relationship with the community
wider sources of recruitment
greater responsiveness to change
cultural enrichment
a workplace reflective of local demographics
promotion of creativity
retention of staff
community public relations
facilitation of attainment of organisation goals
improved service delivery
promoting equity and fairness
creation of a harmonious and supportive work environment
increased skills and experience added to the workplace
balanced workforce in terms of age, gender, race and culture
Business unit may include:
a program
sub-program
cost centre
area
division
branch
production unit or section located within the organisation
Stakeholders may include:
all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, including
employees at all levels of the organisation
other government and non-government organisations
union and association representatives
boards of management
government
Ministers
community
clients
Organisational policies and procedures may relate to:
recruitment and selection
learning and development
performance management
promotion and retention of staff
employment conditions
organisational mission and values
performance assessment
Methods of promoting diversity plans may include:
written documentation
manuals
policy and procedure statements
guides
information brochures and pamphlets
oral advice and guidance
one-on-one meetings
small group meetings
telephone contact and/or electronic mail
training programs
online resources
Diverse workforce refers to:
a workforce comprising employees with differences in:
age
culture
disability
educational background
ethnicity
expertise
family responsibilities
gender
interests
interpersonal approach
language
learning styles
life experience
marital status
not fitting the dominant paradigm of the organisation
personality
physical capability
race
religious belief
sexual orientation
socio-economic status
thinking styles
work experience
working styles
Barriers to equal employment opportunity may include:
individual and structural/institutional racism, sexism and other forms of exclusion and discrimination
direct and indirect discrimination
issues related to cultural diversity
exclusionary workplace practices
Communication strategies may include:
small group information sessions
use of plain English
translated information
use of bilingual staff
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC601B Maintain and enhance confidence in public service
PSPGOV601B Apply government systems
PSPGOV602B Establish and maintain strategic networks
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT603B Facilitate people management
PSPMNGT606B Manage quality client service
PSPMNGT615A Influence workforce effectiveness
PSPPOL603A Manage policy implementation
Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
diversity management in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
information on diversity management in the context of public sector management and human resource management
legislation, policy, procedures and guidelines relating to/impacting on diversity
case studies and workplace scenarios to capture the range of situations likely to be encountered when managing diversity
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered in the workplace, including coping with difficulties, irregularities and breakdowns in routine
management of diversity in a range of (2 or more) contexts (or occasions, over time)
a variety of management contexts (2 or more) such as managing compliance, managing people and performance, managing recruitment and selection, managing employee relations, managing client service etc
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
portfolios
projects
questioning
scenarios
simulation or role plays
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC601B Maintain and enhance confidence in public service
PSPGOV601B Apply government systems
PSPGOV602B Establish and maintain strategic networks
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT603B Facilitate people management
PSPMNGT606B Manage quality client service
PSPMNGT615A Influence workforce effectiveness
PSPPOL603A Manage policy implementation
Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
diversity management in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
information on diversity management in the context of public sector management and human resource management
legislation, policy, procedures and guidelines relating to/impacting on diversity
case studies and workplace scenarios to capture the range of situations likely to be encountered when managing diversity
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered in the workplace, including coping with difficulties, irregularities and breakdowns in routine
management of diversity in a range of (2 or more) contexts (or occasions, over time)
a variety of management contexts (2 or more) such as managing compliance, managing people and performance, managing recruitment and selection, managing employee relations, managing client service etc
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
portfolios
projects
questioning
scenarios
simulation or role plays
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C3444 | PSPMNGT605A | Manage diversity | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWU58 | PSPMGT003 | Manage change | Unit of competency |
| AWU57 | PSPMGT004 | Manage diversity | Unit of competency |