The process of designing a self-assessment strategy for diversity management

The paper describes the process that was followed to design a tool for self-assessment of strategies to manage diversity in Australian schools and public sector workplaces. Various benchmarks for diversity management in diversity sensitive Australian organisations are incorporated. The steps in the design of a self-assessment strategy are discussed. Focus groups revised drafts of the ‘Managing Diversity: Self-assessment Tool’. Recommendations for future research of the instrument’s effectiveness are noted. The educational sector and school reform The aim of this paper is to describe decision points in the design process of the first Australian set of self-assessment and implementation strategies for managing diversity in schools and public sector workplaces. In the 1999 document “A new Agenda for Multicultural Australia” the Federal Government emphasised four principles including productive diversity which maximises for all Australians the significant cultural, social and economic dividends arising from the diversity in the population. There is a direction to utilise the principles for workplace diversity planning strategies in the public and private sectors. Schools are preparing diverse students in a multicultural Australian society to face a future with technological advances, globalisation and social challenges. School system reforms can include changes to infrastructure, expanding strategic foundations, building a cohesive school community and using ‘authentic pedagogy’ (Crowther, 2000) to enhance outcomes to meet challenges. In most states more decision-making has been allowed at local school level to cope with unique local demands. School system restructuring also includes adjustment to human resource management systems and managing diversity. For example the Victorian Government’s public policy directions influence the Department of Education’s Corporate and Business Plan. The latter Plan articulates the values, vision and mission that guide the Department’s strategic priorities. A People Management Framework enhances the capacity of the Department to achieve its strategic priorities (Maguire & Palamara, 1999). The framework embraces four key components of people management namely workforce planning, performance excellence, professional development and work environment. Objectives and actions for improved practice are formulated for each component. Managing and valuing diversity is one of the action categories in the Performance Excellence component.