Bounce Fitness Center Diversity Policy: Recruitment And Training

Bounce Fitness Center prioritizes treating people with dignity and respect despite their diversity

Write a Report on Diversity Policy of Bounce Fitness Center.

The bounce fitness has procedures to ensure that everyone is treated equally even if they have different beliefs to others. The management of the company recognizes that for every diverse opinion and culture leads to the benefit of the organization. The success of the business is grounded on the operation of the people. If people are treated with dignity and respect despite their diversity, they are likely to perform. Therefore, treating people with dignity is the priority of the bounce fitness center (Baker et al. 2017).

From their recruitment policy, the bounce fitness recruits people from all over the world without discrimination. This is in line with the Commonwealth human rights and equal opportunity act. The fair opportunity act of 2010 acknowledges that it is unlawful to discriminate against an individual by personal characteristics. These personal characteristics might be diverse from one person to another but should not be the basis of discrimination. The bounce fitness, therefore, recruits from different age and cultures all over the world. This is achieved by making sure the recruiting panel led by the CEO are from different cultures and of diverse viewpoints. The committee therefore after being diverse it will recruit various members (Barak 2016).

Lastly, the bounce fitness organization organizes training for diversity. In this training culturally appropriate communication skills are taught to both the new member and old members. The new members are inducted into the program while the old member act as a reminder to them. The programs in the training include; assisting in education, flexible work arrangements, open communication skills and frequent diversity workshops.

Some of the benefits that the bounce fitness center has gained due to their diversity policy include; improved relations between the company and the society. Considering the professional transparency in the organization, the organization has a great relationship with the community. Secondly, the diverse age employed at the business creates an opportunity for the young aged workers to learn from the experience of the older workers who have been in the market for quite a long time. The employees are also able to share their diverse skills freely since they are not judged by it (Boczar et al. 2018).

The diversity policy of bounce fitness center can be compared to the Commonwealth Bank diversity policy. The diversity policy of the bank is based on the assumption that their employees are supposed to be a reflection of their customers and their local community. Their diversity policy is, therefore, community and customer based. The group, therefore, has plans that include recruitment, talent development, skills enhancement, retention of employees, mentoring and coaching programs, succession planning, among other policies that ensure the organization achieves diversity. The two primary systems of the group are the workplace conduct. Workplace conduct is focused on eliminating all forms of unlawful discrimination, harassment and bullying that takes place in the workplace environment and the appointment to role policy (Carroll, Primo and Richter 2016).

Recruiting people from all over the world without discrimination

The bounce fitness policy center could use the appointment policy. This is appointment based on merit. A fair and effective date that is based on the roles of each employee and how they performed in each of them. There should be the broadest pool of diverse candidates. These can only be achieved when the employees are retained for a long time. They should also be deployed in roles that maximize their contribution to the organization. Each employee should, therefore, be asked to identify the place where their workforce would work well. The bounce fitness will, thus, increase their diversity policy if they begin to use the appointment role policy (Cascio 2018).

The commonwealth diversity policy is relevant to the bounce fitness policy. Their workplace conduct which they refer to us equal employment opportunity policy contains the pertinent laws that can be used for bounce fitness center. All the employees who show any harassment act to fellow employees especially based on gender are submitted to lawful authorities. They are charged with unlawful discrimination. The workplace conduct should, therefore, be drafted by the legislative laws of the bounce fitness organization. This will be in line with the territory law of the state (García-Meca, Sanchez and Martínez-Ferrero 2015)

Discrimination Policy Draft

Purpose of the policy

The bounce fitness center is committed to promoting equality and diversity hence the selection of the discrimination policy.

The bounce fitness policy develops this policy concerning the equality act of 2010. The equality code of conduct and practices provided by the legislature in promoting equality. The center aims to pro-actively tackle discrimination acts aimed at any individual about employment or accessing the organization’s services (Hargreaves et al.  2015).

The protected characteristics being referred to in the policy are obtained from Commonwealth human rights and equality act. They include gender, race, age, beliefs, culture, religion and traditional practices. 

All the issues regarding bullying and harassment will be covered in this discrimination policy.

Covered Parties and Their Roles

All the workers have the responsibilities of guarding the policy and protect any actions that go against any spirit preventing the implementations of these policies. The general staff of the bounce fitness center must (Kim, Lee and Kim 2015)

• Report any suspected discriminatory acts.
• Cooperate with the policies that promote equality
• Not harass or discriminate against others on any protected characteristics.
• Victimize anyone according to how they relate to any other employees.

The Defined Term of the Policy

Discrimination policy is developed to improve the bounce fitness policy of diversity. Discrimination may take many forms as recognized by human rights equality act. The various perceptions are mentioned in the law as the following.

Training culturally appropriate communication skills

Direct discrimination. Any form of treatment done in favor of the other due to protected characteristics of one of the parties. The protected characteristics according to law include; race, religion, gender, sex, and many other forms (Lussier and Hendon 2017).

Discrimination by perception.  Occurs when one shows any form of harassment because they think they possess any protected characteristics. This might happen even if the individual doesn’t own any of those characteristics.

Associative discrimination. Any act of discrimination shown to anyone who possesses the protected characteristics (Lussier and Hendon 2017).

Indirect discrimination. A form of harassment to any of the protected characteristics but giving reasons that have legitimate aims. An example if any of the bounce fitness employees decide to wear caps or shirt with discriminative words written on them. This is considered a form of discrimination on the protected characteristics (Lussier and Hendon 2017).

Dual discrimination. When a person is treated unfavorably because they possess two of the protected characteristics. For example, gender and race. For example, harassing a black woman. This will be considered a form of discrimination (Lynch 2017).

Victimization. When an employee will be treated unfavorably because they supported a complaint from a person with discriminative characteristics. An example is an employee refused a chance to work flexibly by a manager since they endorsed a discrimination claim by the manager to another employee (Lynch 2017).

Third party harassment. When a client or customer will discriminate an employee of the bounce fitness center from outside. The employee will be allowed to take legal actions against the client. The harassed employee will receive full support from the management of bounce fitness center (Lussier and Hendon 2017).

Implementation and Action Plan of the Discrimination Policy

The first step of implementation is communication. The system will be made available on the intranet of the external website of the bounce fitness center. A copy will also be given to the HR department that will provide it to each employee of the bounce fitness center (Lynch 2017).

The intranet network has a point of feedback from each employee. Therefore, each employee after reading the policy will be expected to provide a written in-depth feedback. The input will be submitted to the HR department. Each contribution will be used in bettering the system (McMahon, Esfahani and Squire 2014).

The details of the policy will be communicated through the training program that will be organized to all current staff and new starters. The staff will undergo two-week training on the system. The first week will involve preparation of all the team together. The training will be done on the requirement of the law and the protected characteristics. The second week will include the practice based on the roles and responsibilities of each. The board and the CEO will be trained separately, the managers will be prepared independently, and all the other staff will be taught individually on the last day of training (McMahon, Esfahani and Squire 2014).

Benefitting from diversity policy

Related Policies

The drafted discrimination policy does not have significant changes on the existing diversity policy except in some few areas. The current discrimination policy does not provide an in-depth term analysis of various forms of discrimination as provided for in the current draft. This draft, therefore, expands the multiple forms of discrimination that will be punishable by law (Rees and Smith 2017).

The current policy of the bounce fitness discrimination policy only limits its action to the employees and staff of bounce fitness center. The diversity policy practices are only applied to the team. The new draft, however, involves the third party. The third party includes any outsiders that will show discrimination actions. Therefore, during the diversity practices, the open communication that is only done to staff will also be done to clients. The organization will have posters and notices all over the halls of the premises that will warn against discriminative actions to the customers and the clients of the organization (Rees and Smith 2017).

Task Three

Implementing the Diversity Policy

Promoting the diversity policy across the bounce fitness center.

Use of the existing committee of diversity. The stand-alone committee that is already in existence will help in the promotion of the new policy. Since the committee represents all the faces in the organizations’ workforce (Rugman and Verbeke 2017).  The leadership from the CEO and the managers will be encouraged to play a visible role. They will organize training for all the members under them (Rugman and Verbeke 2017).  The committee will also organize speakers and mentors from community outreach program that speak to the employees and staff of bounce fitness center. This will help in showing the different views of the policy to the employees. The program will be useful if they are done over a luncheon with the speakers (Rugman and Verbeke 2017).

Use of the company intranets.  The committee and other staff are allowed to post any updates about bounce fitness diversity discrimination policy. In this intranet, the committee will develop a video program where everyone promotes their unique feature. This will make everyone change their perspectives about others. Each group will be interviewed for their protected characteristics. Since there are many branches of bounce fitness it more accessible to measure the implementation across all the departments (Schiller 2017).

Task Four

Review Diversity Policy

Tools and benchmarks to measure the impact of policy implementation.

Comparison to Commonwealth Bank diversity policy

There are monthly surveys that will be organized to measure the discrimination policy. The studies will be conducted on the extranets by providing interview questions that will require short and long answers. The committee will encourage each of the members to participate in the survey (Siddiki et al. 2015).

The video on the extranets has a segment of comments after and before watching. The comment before watching will allow the measuring of how the employees feel about the policy. After watching the short film about the system. The comment afterward makes the committee measure the impact of change it has had on the commenting individual (Siddiki et al. 2015).

The video and the survey will, therefore, act as the benchmark for measuring the impact of the policy implementation.

Monitoring of business activities and staff performance to ensure diversity policy is effectively implemented.

The managers of the bounce fitness center will play the critical role in this stage. They have to implement the policy in their day to day management of staff. They also have to make sure each of their staff act by the discrimination policy.  They also have to provide the necessary support to the team that will need time to adapt to the new systems (Stander and Thomsen 2016).

The managers will be given a monitoring interview that for every employee that works under them. They monitor each employee and provide a result of each concerning adapting to the discrimination policy. The managers are to be followed by the CEO. Since they are not many of them, the CEO will have an easy time to watch each of them. The managers will also be given a mandate of refuting false discrimination claims (Stander and Thomsen 2016).

The group organized an assessment of the discrimination policy. The measurement began from the aims of the system and what goals are department seeking to achieve. The targets are measured against the legislative laws of equality and laws. The measurement also covers the people that are covered by the policy. The duration that the system will operate before it is reviewed (Tricker 2015). 

The measurement goes further to identify if there is any implication for people who go against the policy. Is there any compensation discussed in the system for people with protected characteristics who have undergone discrimination? By the legislative laws (Tricker 2015).

The assessment also inquired about the impact the policy will have on the stakeholders and other employees of the bounce fitness center. If the effect is positive, then the system should be adopted by the organization. If the impact is negative, the vice versa should be done. The positive impact can only be measured by the pilot program organized in the main branch of the organization (Tricker 2015).

Using the appointment role policy

Improvement to be made. The policy does not mention the punishable measures of people who do not perform concerning the plan. The plan also limits the protected characteristics. Protected characteristics also involve persons living with disabilities. These people with disability range from visually impaired to people living with diabetes as is stipulated in the people living with disability 2010 ACT.  The policy also fails to recognize the duration that the plan will take before it is reviewed or even a new one made again. These changes have to be made in the discrimination policy (Yasodha et al. 2018).

The discrimination policy will undergo changes that include the following. Anyone of the employees that will be found to have gone against the plan will experience the following criminal activities (Yasodha et al. 2018).

The employee will step aside from offering their services to bounce fitness center as the investigation continues. If the employee is found guilty of any of these discrimination policies, they lose their job immediately and are submitted to a court of law. The dismissal may be done without any prior notice.  They are charged with an unlawful act of discrimination under the discrimination act of 2010. The protected characteristics are not only limited to the described features but are also open to persons with disabilities (Smith 2018).

The duration of the policy.  The implementation will take up to three years before a review is done. The human resource department will do the analysis. They will be responsible for ensuring maintenance, regular review, and updating of the policy (Smith 2018).

Any breaches of the policy will be regarded as misconduct and will attract financial penalties. They are not considered as the discrimination acts. Discrimination acts are deemed to be gross misconduct and will draw blatant penalties as already stipulated (Smith 2018).

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