Introduction
Air services Austria is a company operated by the Government of Australia that provides the aviation industry in the Australian Flight Information Area (FIR) with clean , reliable, effective and environmentally friendly services. Aeronautical and aeronautical details, and aero port rescue services, as well as fire fighting services, form a part of Airservices. International collaborations with ICAO, CANSO and IATA are formed with Airservices Australia (Nealley, and Gawron, 2015).
Air services Australia is responsible for controlling air transport in Australian airspace. That covers the atmosphere around Australia maritime, area water and international airspace frontiers throughout the Pacific and the Indian Oceans. As a partnership with the adjacent Pacific Island Flight Details Regions of the Solomon Islands and Nauru, AIRSS Australia also controls airspace of high level (above 24,500 feet).
Air services Australia is publishing aeronautical data, managing telecoms networks, promoting radio navigation, upgrading flight procedures and delivering emergency services including fire rescue services at 26 Australia ‘s busiest airports . Air services Australia is the largest supplier of fire rescue services.
This is entirely financed by direct charges to the aviation sector and managed by a Board of Directors, which, by the Roads and Transportation Minister, is responsible to the Australian Parliament. John Weber is Chairman of the Board of Air services Australia . Jason Harfield is the Chief Executive Officer. The Organisation operates over 4000 trained air traffic controllers, technical experts, technicians and support personnel from two regional control centers, 29 air traffic control towers and fire stations at 26 the most busy airports in Australia.
1: Diversity and Inclusion That Air services Australia Are Focusing On
Diversity recognizes and celebrates every person’s value and contribution to our workplace. This encourages recognition, trust, appreciation and inclusion. Diversity is an important aspect of our society, creating connections, learning and resources. Our shared vision and dedication to fair opportunity and quality performance transcend individual differences.
Such variations include skills , expertise, thought, class , age, impairment, race, social or cultural history, faith, sexual identity, political or religious beliefs. For air services, diversity is a force and an asset. We aim for an egalitarian community that embraces diversity to unlock untapped potential and creativity. We agree that putting people and women from diverse cultures together offers the right approaches to our problems and encourages integrated opportunities for our companies, employees and customers. Open, equal and equitable workplace promotes increased efficiency, teamwork and dedication (Dumont, Shen, and Deng, 2017).
Commitment To Diversity
Air services adopt a holistic approach to diversity, recognizing that we must represent our community. Our Diversity Policy and our Diversity Committee reflect our dedication. It leads our programs of encouragement and incorporation through leadership, creativity and growth programmes. Flexible operating conditions, recruiting and screening practices are also provided. A variety of support programs, including — bis Air Services Code of Ethics — bis Anti-Bullying and Discrimination — bis Human Resources, support this strategy.
Air services management promote diverse strategies which demonstrate a dedication to supporting environments in which employees are welcoming, respected which willing to contribute and deliver at their highest. We are strengthening and educating our people about the advantages that diversity and inclusion bring to our business (Badran, and Khalifa, 2016).
Objective For Diversity And Inclusion
We have measurable results for Air Services to achieve diversity and integration. Targets are used in the management’s success and growth strategy in our market preparation and cascade.
Each year, our Board and Executive Committee review our priorities and results relative to our objectives. Through our fiscal report, we provide a comprehensive summary of our diversity and inclusion success (Holck, Muhr, and Villeseche, 2016).
Workplace diversity and inclusion is important
1. Workplace diversity benefit #1: Variety of different perspectives
Diversity in the workplace ensures a variety of different perspectives. As such,
employees in a company with a greater diversity of workplaces have access to a variety of perspectives that are very useful when planning and implementing a corporate strategy (Guerci, Longoni, & Luzzini, 2016).
2. Workplace diversity benefit #2: Increased creativity
Diversity in the workplace leads to increased creativity.
Persons of various experiences prefer to understand differences and may have specific viewpoints. Exposure to a wide range of viewpoints contributes to more imagination.
If you bring individuals together who see the same problem in various ways, you get a melting pot of fresh creative thoughts, which boost the workforce’s imagination.
3. Workplace diversity benefit #3: Higher innovation
Workplace diversity contributes to a greater degree of creativity.
Inclusion businesses are 1.7 times more likely to be inventions pioneers in their business, according to Josh Bersin’s study.
Employees are open to multiple opportunities and world perspectives in a dynamic workforce. As they merge many diverse viewpoints, they sometimes integrate in new directions and unlock doors to creativity.
4. Workplace diversity benefit #4: Faster problem-solving
Employees from different perspectives know and understand, and they can come up with a range of approaches. Therefore, the right approach to tackle a question will be found earlier.
5. Workplace diversity benefit #5: Better decision making
Diversity in the workforce contributes to better choices.
A white paper from Cloverpop ‘s electronic action tool has identified a strong connection to the nature of the workforce. Researchers also shown that independent decision-makers also exceeded 87 percent of the time when diverse organizations take a business decision (Donate, Peña, & Sanchez de Pablo, 2016).
When individuals of diverse experiences and viewpoints get together, they get up with more ideas to boost choices and outcomes.
6. Workplace diversity benefit #6: Increased profits
Highly diverse businesses at work achieve greater income.
Work covering 180 businesses in France, Germany , the UK and the United States has been carried out by McKinsey and the Client, the multinational strategy consulting business. They noticed that businesses with a wider selection of professional employees have worked well.
Companies with different workers determine more easily, so that gives them a huge edge over their rivals. This results in improved market conditions and more benefit for companies with diversity at the work.
7. Workplace diversity benefit #7: Higher employee engagement
Diversity in the workforce contributes to stronger engagement.
In the three major Australian corporations employed in the development, retail and healthcare industries, Deloitte studied the viewpoints and the perspectives of 1,550 workers. This analysis has demonstrated that dedication is a product of diversity and inclusion.
The relation between the diversity of the workforce and employee involvement has become very clear (Benschop, Holgersson, Van den Brink, and Wahl, 2015)
8. Workplace diversity benefit #8: Reduced employee turnover
Diversity at work is important for retaining of workers.
Companies of diverse workers usually find various traits and viewpoints more egalitarian.
Diversity and workforce equality allow any employee feel welcomed and respected. Once workers are welcomed and respected, they often become better at work and stick in a organization longer. As a result, companies with greater diversity in the workplace have lower turnover rates (Manoharan, and Singal, 2017).
9. Workplace diversity benefit #9: Better company reputation
The company’s image and identity was enhanced by organizational diversity.
Organizations that create and encourage diversity in the workforce are known as strong organisations that are more ethical and more environmentally conscious.
Diversity in the workforce helps the industry more exciting as well. Finally, because you have a diverse staff, you can promote the interaction of your organization and brand with several more customers, opening the door to other industries, investors, and business associates (Schwabenland, and Tomlinson, 2015).
2: Strategy for Air Service Australia
- Initiate a initiative to establish a multicultural awareness curriculum by recognizing project partners and stakeholders. Conduct discussions with these individuals, focus groups or internet polls to collect knowledge regarding the organization’s current atmosphere and the habits that will improve. Popular subjects include management of transition, efficient communication, cultural understanding, social differences and settlement of disputes.
- Set the plan goals. You might want to eliminate misunderstandings and misinterpretations on the work , for example. You may like to consider and respect workers’ variations in age, background, professional habits, energy and behaviour. The accomplishment of these aim categories helps you to handle culturally diverse and multi-generational workers and to address small issues until they are more challenging(Wrench, 2015).
- Plan your office. build your laboratory. Prepare resources for delivery to teach attendees on diversity meanings and principles. Interspers lengthy training cycles with immersive tasks such as ice breakers, positions and case studies. Ensure the fluidity of the material to include all the subjects involved. Examination, for starters, the discrimination mitigation legislation. The website of the Office of Civil Rights offers services to support human justice, fair treatment and the advancement of positive action.
- Provide a laboratory at staff sessions, business activities or independent workshops. Decide the duration of the session based on the number of subjects you wish to discuss, the number of participants and the expertise of the subject. Do not separate individuals into groups, as this helps to reinforce the notion of exclusion instead of encouraging inclusion. Concentrate more on effective contact.
- Build a questionnaire to check workers’ diversity skills. The Diversity Center platform for instance offers quizzes on various topics surrounding diversity. Completing such questions allows employees to understand and transcend their own biases in order to better make the job climate more efficient for all. Study and address rising dilemmas in case studies. Within the Diversity Central platform , for example, common work conditions are released, allowing people to reach a solution. The website releases the findings that can assist your team in solving problems in your own business(Singal, and Gerde, 2015).
- Determine the success of the curriculum by conducting an anonymous survey to assess the happiness of the participants. Speak to administrators many months after the case to see how participants have modified their behavior and are respectful of others who may have specific beliefs.
3: Recommendations
1. Widen Your Recruiting Base
You can lose the ability to build a diverse workforce if you limit your hiring to your local regional region. To extend your platform, using other recruitment platforms like web boards every everybody has access to the Web. In magazines that rely on immigrants, promote the opportunities.
2. Offer Language Training
The Workplace Diversity Network notes that offering or charging for second language English instruction is a way to promote diversity, according to the Society for Human Resource Management. For a system of this nature, you may hire candidates from a wider spectrum of applications as it removes cultural obstacles to accepting a eligible candidate.
3. Create an Evaluation Form
The establishment of a structured method for assessing candidates aims to avoid unfair recruiting activities, according to the techniques and methods utilized by North-Eastern University for the recruiting of diversity and quality. For all candidates you can use one method which reduces the likelihood of personal bias by using the same appraisal criteria (Kim, and Park, 2017).
4. Make Use of Current Staff
Using the new team members to hire the employees. If for instance, you already have good quality staffs who are minority, please let them know if those who are eligible or interested are aware of job openings. This leads to having a wide pool of applicants which thus decreases recruitment costs (Hassan, 2016).
5. Clarify the Benefits
Emphasize how diversity helps the business and how every employee actually profits. For example, by hiring a Latino sales agent, you can allow the business to reach into the Latin sector, drive success and provide more jobs for everyone in the business (Cho, Kim, and Mor Barak, 2017).
References
Badran, N. and Khalifa, G., 2016. Diversity management: Is it an important issue in hotel industry in Egypt. Intlernational J. Heritage, Tour. Hosp, 7(2), pp.275-286.
Benschop, Y., Holgersson, C., Van den Brink, M. and Wahl, A., 2015. Future challenges for practices of diversity management in organizations. Handbook for Diversity in Organizations, Oxford University Press, Oxford, pp.553-574.
Cho, S., Kim, A. and Mor Barak, M.E., 2017. Does diversity matter? Exploring workforce diversity, diversity management, and organizational performance in social enterprises. Asian Social Work and Policy Review, 11(3), pp.193-204.
Donate, M. J., Peña, I., & Sanchez de Pablo, J. D. (2016). HRM practices for human and social capital development: effects on innovation capabilities. The International Journal of Human Resource Management, 27(9), 928-953.
Dumont, J., Shen, J. and Deng, X., 2017. Effects of green HRM practices on employee workplace green behavior: The role of psychological green climate and employee green values. Human Resource Management, 56(4), pp.613-627.
Guerci, M., Longoni, A., & Luzzini, D. (2016). Translating stakeholder pressures into environmental performance–the mediating role of green HRM practices. The International Journal of Human Resource Management, 27(2), 262-289.
Hassan, S., 2016. Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), pp.15-22.
Holck, L., Muhr, S.L. and Villeseche, F., 2016. Identity, diversity and diversity management: On theoretical connections, assumptions and implications for practice. Equality, Diversity and Inclusion: An International Journal, 35(1), pp.48-64.
Kim, S. and Park, S., 2017. Diversity management and fairness in public organizations. Public Organization Review, 17(2), pp.179-193.
Manoharan, A. and Singal, M., 2017. A systematic literature review of research on diversity and diversity management in the hospitality literature. International Journal of Hospitality Management, 66, pp.77-91.
Nealley, M.A. and Gawron, V.J., 2015. The effect of fatigue on air traffic controllers. The International Journal of Aviation Psychology, 25(1), pp.14-47.
Schwabenland, C. and Tomlinson, F., 2015. Shadows and light: Diversity management as phantasmagoria. Human Relations, 68(12), pp.1913-1936.
Singal, M. and Gerde, V.W., 2015. Is diversity management related to financial performance in family firms?. Family Business Review, 28(3), pp.243-259.
Wrench, J., 2015. Diversity management. Routledge International Handbook of Diversity Studies. New York, 254, p.262.
