The Department of Immigration and Citizenship - Coursework Example

DIAC (DEPARTMENT OF IMMIGRATION AND CITIZENSHIP) REWARDING A MULTIGENERATIONAL AND/OR CULTURALLY DIVERSE WORKFORCE Name Grade Course Tutor’s Name Date The department of Immigration and citizenship (DIAC) The Department of Immigration and Citizenship is responsible for immigration arrangement citizenship ethnic and multicultural affairs. The department organisation structure entails that all agents that offer immigration assistance in Australia have to be fully registered and operate under the DIAC’s agent policy (Casimiro, Hancock, and Northcote 2007, 58). The department has also issued a list of certified, registered agents. An effective reward and recognition program is carried out to create a positive work environment. This program improves employee morale and motivates high standards performance (Hsiao-Chuan 2004, 55). The planned program or system ensures that the department awards all workforces accordingly. The DIAC commitment to service improvement has established a centralised system for recording tracking and resolving client feedback. The Australian Government Directory, 2012 shows that DIAC is located at 6 Chan St, Belconnen ACT 2617. The postal address is PO Box 25, Belconnen ACT 2616. It is described as the best business organisation responsible for building Australia’s future through a well mannered movement and settlement of individuals in and out of Australia (Casimiro, Hancock, and Northcote 2007, 60). This is a one stop entity for all the information on Australia’s visa and citizenship details. The core business goals and values under its mandate are; to improve online visa and citizenship services. The Australian Government Department of Immigration and Citizenship looks to strengthen border management through the implementation of new visa application centres across the globe (http://www.immi.gov.au/about/plans/workplace-diversity/workplace_diversity_strategy_2011-2013.pdf). In addition, the department has the mandate to maximise Australia economic and social benefits through permanent or temporary migration. With the high gap in life expectancy, the department has taken the initiative to reconcile indigenous and non indigenous Australia. This is well achieved by fostering cohesion and diverse lifestyle among its citizens. According to Australian Government Department of Immigration and Citizenship 2011, the department has improved public confidence on national security through excellent border management (http://www.immi.gov.au/about/plans/workplace-diversity/workplace_diversity_strategy_2011-2013.pdf). According to The Australian Government Department of Immigration and Citizenship, the professional and ethical standards set up by DIAC gives obligation to the agency to promote equality in all services rendered (http://www.immi.gov.au/about/plans/workplace-diversity/workplace_diversity_strategy_2011-2013.pdf). The registered users of these agencies are responsible to uphold this code of ethics attributes and abilities of immigration agencies. The agency possesses high standards of services within the set conduct by DIAC. The agency is able to perform diligently and honesty. The agency has fair treatment and the decision to all applications from clients. In addition, the agency has sufficient knowledge of business in terms of record keeping and file management. Other values the department has are; compensation for mistakes made for instance financial loss or other detriment (Hsiao-Chuan 2004, 50). Organisation structure The organisation structure of DIAC is a complex one with several subsections. According to the Australian Government Directory, 2012 the organisation structure is well demonstrated below; (http://gold.gov.au/directory?ea0_lf99_120.&organizationalUnit&54f5b9c4-d6fc-484d-9e5d-6ddb7088f4fd) In an analysis, the demographic and cultural diversity has been well promoted. The department respects and values different skills and talents in the workplace. There is the presence of a broad range of individuals who make up the organisation as it is. The diverse network of employees reflects the wider services they offer to the community (Pope and Withers. 1993, 720). In addition, the department acknowledges innovative and flexibility attributed by the employees. Demographic analysis This strategy of diversity aims to boost the employee representation in the market by 2.7% of the total workforce by 2015. The principles of the diversity strategy in the workplace promote equality and shared opportunity. These equality cuts across gender, identity, intellectual ability race ethnicity and age. By ignoring social or educational background religious beliefs and marital status DIAC has nurtured numerous individuals to be the best personnel in various fields across the Australian job market. Currently DIAC boasts of having employed 6500 employees who have multi-linguistic knowledge and a multitude of culture and religion. This set encompass 16.3% Non English speaking, 2.1% people with disability 0.9% indigenous Australian. From the total workforce, 62% represent the women 42 % of this being at the executive seats. In terms of age, more than one third of the employees are aged 45 years and above. This age group is known as the mature age workers. The department is well awarded for recognising values within their employees. They have valued the differences each individual possessed and boosted the full potential within the same individual (Pope and Withers. 1993, 725). This has helped the organisation to achieve immense success in its business goals. Workforce strategy also builds cordial departmental relationships since every employee contributes towards improving programs and products in the organisation. In order to balance the workforce and the job market opportunity, the department has come up with a reconciliation plan that will see to it indigenous Australia are not at a disadvantage (Pope and Withers. 1993, 731). The Reconciliation Action Plan 2010–2012, develops a mutual benefit for both Australians and the diverse workforce (http://www.immi.gov.au/about/plans/rap.htm). The plan will establish an informative detail of the unique Australian culture to the diverse workforce. At the same time, the plan will ensure the diverse workforce access better life opportunities and living standards similar to the indigenous Australia (http://www.immi.gov.au/about/plans/rap.htm). This will eventually provide a perfect framework to meet the organisation goals through exchange of knowledge and skills, attributes and perspectives. Reward and recognition The Australian Government Department of Immigration and Citizenship Annual Report 2010–11 gives account that the department is well recognised for six elements in the demography analysis (http://www.immi.gov.au/about/reports/annual/2010-11/html/secretarys-message-transcript.htm). These elements are the reconciliation plan, gender equality, recognition of the disabled in the community, promoting Socio economic factors, respecting the values and leverage of cultural and linguistic diversity, and promotion of leadership capacity. These six elements receive rewards since they are crucial in the workplace. The elements incorporate the department attributes and actions in various sections of jobs performed by the employees. Some of these jobs include; client strategy, application and performance, Citizenship settlement and multicultural promotion, Refugee and humanitarian affair and Border and onshore services (Casimiro, Hancock, and Northcote 2007, 64). The report continues to lament that the department is best known for proper management and maintaining of clients’ application procedures. In the mentioned period of 2010-11 it has attained accolades in maintaining quality control and facilitating practicable procedures for applications and accuracy in information to clients (http://www.immi.gov.au/about/reports/annual/2010-11/html/secretarys-message-transcript.htm). In accordance to ethical behaviour, the department ensures that all employees under its management are respectful and committed to the responsibilities of the organisation. The employees are able to balance their work and life responsibilities such as family and relatives. The department has created an environment where leadership is nurtured. They develop careers through the tasks of managing and promoting multicultural diversity. This is through self identity in skills and knowledge over settlement of refugees and the humanitarian issues. Promoting equity Giving the disabled individual a chance in the organisation shows that the management of the organisation does not discriminate any person. They offer to give every person a chance to contribute their skill and knowledge in service client rendering (Friedberg and Hunt 1995, 26). The gender equality in all departmental heads and executive seats show that the organisation has grown out the male controlled notion to treating every employee equal and judging them by the level of productivity. The women who have risen to leadership capacity have shown that equality has proceeded, and all leadership positions are filled up by both genders. DIAC has been on the fore front championing for the multi-linguistic and multicultural employees in the job market. This shows that making the job market saturated by diverse individual is providing equal opportunities to every citizen without discrimination (Friedberg and Hunt 1995, 38). How to evaluate the new program The new program can be evaluated through the services they provide to clients. The department under the migration act and regulations takes account of objective and criteria of application of citizenship or migration forms. The agency also responds in a timely manner to clients and provides all necessary information and documentation with all deadlines indicated. The applications for all its clients are lodged through the facility before the clients’ course in the country commences. This inline with its attribute focus on the border management, and offshore services (Casimiro, Hancock, and Northcote 2007, 67). In addition, the department can also be evaluated through the recruitment and employment strategy. The workplace diversity strategy will be the key observation. The department should be committed to the creation of more workplace that focuses on recruitment and retention of a diverse workforce (Hsiao-Chuan 2004, 53). The services offered by the employees should be approved by most clients as being highly professional. On the other hand, the employees have to provide advice and assistance when handling Visa application. Furthermore, offering sound and comprehensive advice to client in a polite manner is an appropriate evaluation factor. Bibliography Australian Government Directory. 2012.“Department of Immigration and Citizenship,” Last Reviewed: 28 May 2012. http://gold.gov.au/directory?ea0_lf99_120.&organizationalUnit&54f5b9c4-d6fc-484d-9e5d-6ddb7088f4fd “Australian Government Department of Immigration and Citizenship Annual Report 2010–11” accessed September 12, 2012 http://www.immi.gov.au/about/reports/annual/2010-11/html/secretarys-message-transcript.htm Casimiro, Suzy, Peter Hancock, and Jeremy Northcote. 2007. “Isolation and Insecurity: Resettlement Issues among Muslim Refugee Women in Perth, Western Australia.” Australian Journal of Social Issues 42 (1): 55-69,8. http://search.proquest.com/docview/216246132?accountid=2280. “The Reconciliation Action Plan 2010–2012,” accessed September 12, 2012 http://www.immi.gov.au/about/plans/rap.htm Friedberg, Rachel M. and Jenifer, Hunt. 1995. “The Impact of Immigrants on Host Country Wages, Employment and Growth,” Journal of Economic Perspectives (9): 23-44. Pope, David and Glenn, Withers. 1993. “Do Migrants Rob Jobs? Lessons of Australian History, 1861-1991.” Journal of Economic History (53): 719 - 42. Hsiao-Chuan, Chang. 2004. "The Impact of Immigration on the Wage Differential in Australia." Economic Record 80 (248): 49-57. http://search.proquest.com/docview/219667849?accountid=2280 Australian Government Department of Immigration and Citizenship. 2011. “Workplace Diversity Strategy2011–13,” accessed September 12, 2012, 1-16 http://www.immi.gov.au/about/plans/workplace-diversity/workplace_diversity_strategy_2011-2013.pdf Read More