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The progress made in recognising and supporting cultural diversity in Australian organisations over the last two decades has been driven mainly by legislation, policy and labour market demographics and has been achieved largely through the efforts of dedicated specialists with designated funding. Essentially, recognition of cultural diversity has been 'bolted on' to organisational cultures and management practices. The next development challenge for public and private sector organisations is to embed or 'build in' recognition of the inherent economic and social value of cultural diversity into all core business and management functions.

This paper reviews the development of productive diversity as a core concept of social cohesion and economic development, and the emergence of diversity management as a key aspect of organisational sustainability. The paper then presents for discussion an integrated diversity management approach through which organisations can ensure the sustainability of workforce cultural diversity as an economic, social and environmental asset. The integrated diversity management model addresses compliance, organisational development and market factors in a framework that enables organisations to reconcile and further both the social justice and the business cases for cultural diversity. The model incorporates performance indicators and measurements of social justice, cultural identity, civil society and productive diversity that relect and support the principles of the Universal Declaration on Cultural Diversity.

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This article describes a survey of literacy needs undertaken at a Bridgestone factory in Adelaide. The company, the South Australian branch of the Federated Miscellaneous Workers Union and the TAFE Workplace Education Service have developed an effective method of surveying workforce education needs, using a focused, census-style approach which the article suggests would be of use to other organisations. Show less

This report is based on a short trip by the author to the United States in 1990. It attempts to provide Australian workplace educators with an impression of North American activity at the time and an opportunity to compare issues central to the field. The tour revealed the great range, scope and diversity of workplace education provisions and practices in North America, along with the lack of consistent funding and support. The report contains a comparative summary of the field in Australia and North America, and information about specific workplace education approaches, and workplace education advocacy and policy development in North America. Show less

This report documents a 15-month national research study of the effectiveness of cross-cultural training (CCT) in the Australian public and community sectors. The study reveals statistically significant evidence that CCT is of direct benefit to employees, their organisations and their clients. The study involved a review of the literature, consultations with 195 stakeholders and five surveys involving 718 managers, trainers and participants. It has identified policy, planning and performance issues regarding the future provision of CCT. The three main objectives of the study were to: identify and document the nature, extent, status, best practice approaches and effectiveness of CCT as a strategy for achieving multicultural policy objectives; establish credible data to guide the future policy development and current management decisions of agencies responsible for multicultural affairs, government agencies and community organisations working to implement the Charter of Public Service in a Culturally Diverse Society, and cross-cultural trainers, in relation to the justification of the utilisation of resources for CCT; and provide guidelines on the implementation of effective CCT and the development needs of the CCT field. Key findings included: a survey of public sector current practice over the period 2000-2005 produced consistent qualitative evidence that CCT programs were effective in achieving their objectives, although the level of training activity was low compared to estimated levels of demand and recommendations for increased training; CCT training was rated highly by the great majority of participants, 88% recommending that it be compulsory for all staff in customer contact positions; the future development of cultural competence at all levels of organisations and systems will require its inclusion in formal competency standards and organisational development strategies; and cross-cultural trainers identified needs for professional development, for further research and for the development of Australian training resources. Show less

This book of readings was developed as a contribution to the Australian National Training Authority (ANTA) document 'Shaping our future: Australia's national strategy for vocational education and training 2004-2010' (indexed at TD/LMR 85.685). It reviews the achievements realised for the equity groups identified in 'Bridge to the future: Australia's national strategy for vocational education and training 1998 - 2003' (indexed at TD/LMR 85.683), and reveals the issues these groups are currently facing and how they might be addressed. It also considers whether there are other groups who experience disadvantage and the role that vocational education and training (VET) could play to improve their opportunities. Finally, it discusses approaches and frameworks which need to be developed to bring about further improvements in equity in VET

Social and human diversity is a fact of life. Equity is a core Australian value. Over the last 20 years, the Australian VET system has made significant progress in responding to the diversity of students and improving access and equity in service delivery. Addressing the needs of specific groups by funding designated programs run by dedicated staff has ensured that equity and diversity initiatives have been 'bolted on' to the core business of training providers. The next development challenge is to ensure that consideration for equity and diversity is 'built in' to every facet of the VET system. The first part of this chapter discusses the emergence of an inclusive management framework for equity and diversity in the delivery of VET and the management of diverse workforces. It argues that managing equity and diversity is a natural part of good management and produces real benefits for organisations and their customers. It is not just a theory or a policy. It cannot be separated from the main business of the organisation. A diversity management framework is presented which links compliance, organisational development and market factors in a model which can be applied by every manager to every functional area in a process that would be supported - but not owned - by equity and diversity specialists. The second half of this chapter describes how the framework can be applied to the VET system. In this way, VET providers have the opportunity to model ethical and socially responsive practices within their organisations and to prepare their students to work effectively in diverse workplaces.

The complete volume is indexed at TD/TNC 78.04; individual chapters are indexed from TD/TNC 79.21 to TD/TNC 79.37. Show less

Encouragement is given to recognising workforce diversity as a resource. That diversity manifests itself in culture, language, race, gender, age, sexual orientation, physical ability, and education level. To be competitive, management must maximise each staff member’s contribution to the work team. To achieve this recognition, managers should identify barriers to change within their organisations and Australian trainers should improve their understanding of workforce diversity. ‘Enterprising nation’ (the Karpin report) labelled ‘manage[ment] [of] diversity in the workforce’ as a ‘key challenge’. Show less

Workplace education - the provision of literacy, English language and communication skills training to workers on the job - is growing rapidly in Australia as industry recognises its importance. In the United States and Canada also, workplace education is increasing. This article provides a summary and comparison of the scope of activity, the range of approaches and the political status of worker education in the United States and Australia, with some reference to Canadian programs. From research and a recent study tour, the writer argues that although the majority of US and Canadian programs of workplace-based literacy and English-as-a-second or other-language (ESOL) training have been hampered by lack of consistent funding and support, the situation is improving. The same can be said generally for Australia. The major differences between the Australian and North American programs are that the core Australian program, the English in the Workplace Program of the national Adult Migrant English Program (AMEP), has been in place for eighteen years, but on a much smaller scale proportionally than the North American activity. This continuity is a major advantage in expanding provision. Show less

This study investigated the contribution made by cross-cultural training to the workplace performance of vocational education and training (VET) graduates and examined current practice in its delivery in VET. It also sought the views of employers on cultural competence and the role of cross-cultural training. This national study confirms the value of cross-cultural training in developing the cultural competence needed by employees to work effectively with culturally diverse co-workers and customers. VET graduates, training providers and employers agreed on the importance of cultural competence. The 134 graduates surveyed rated their cross-cultural training highly, reporting improved workplace performance and cultural self-awareness, with most indicating they would like further cross-cultural training. The majority of graduates also indicated they would recommend it to others and believe that it should be mandatory for all employees in customer contact. With demand for cultural competence predicted to increase, there is a need for an expansion of cross-cultural training. Show less

The recently completed Adelaide Hills Food Processors Training and Employment Project, sponsored by the Adelaide Hills Regional Development Board and the South Australian Food and Beverage Industry Training Council had the aim of fostering a durable training culture focusing on the food processing industry. This article reviews the project and describes four important lessons that emerged. The project exceeded initial expectations and regional development now needs to maintain the momentum. Show less