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Building an Indigenous Employment Strategy kit
Induction
Coming to terms with APS workplace environments can be a challenge for any new recruit. For many Indigenous people, workplace cultures can be very different from their own cultural and family experience, for example in terms of language, social affinity, and family and community obligations.
A thorough induction process is the first step in building a two-way relationship between the agency and the employee. It can help new starters feel valued, included and supported in the workplace from the first day.
It may be particularly useful to bring in an existing Indigenous employee to help with the induction—perhaps an additional role for the IEC.
As for all new staff, effective induction programmes for Indigenous employees are likely to cover:
- the APS context—its structure, its agencies, and relevant legislation
- working in the APS—the APS Values and Code of Conduct, general conditions, expectations in relation to duties, and learning and development opportunities
- agency-specific information—the culture of the agency; the roles, structure, and functions of the whole agency; and the particular work undertaken by line areas
- performance agreements—detailing job expectations, clearly articulated measurable work objectives, and skill and career development opportunities.
The Australian Public Service Commission offers an online APS induction programme to ensure that new starters in the APS are equipped with a broad understanding of the Australian Government and the roles and responsibilities of the APS. This can complement effective agency induction.
Providing career and development opportunities
A lack of necessary qualifications and experience is one of the most commonly identified factors hindering or preventing Indigenous staff from seeking higher APS positions.
As for all staff, providing career and development opportunities is essential to improving Indigenous employees' confidence and capabilities. A key to retaining Indigenous employees is support for personal and career development—a first step being to discover employees' development needs and aspirations. Line managers are pivotal in this task.
In addition to the initiatives used to identify staff members' learning and development needs and wishes in general, such as the performance assessment process, there are Indigenous-specific pathways for career advancement opportunities for Aboriginal and Torres Strait Islander employees. Your agency can access a range of generic and Indigenous-specific training courses developed by the Commission including:
- mobility and secondment opportunities through the Horizons programme
- career development through the Career Trek programme, which was designed particularly for regionally based staff and those employed by small to medium sized agencies
- tertiary scholarships programmes, and through other development initiatives offered through the Indigenous Scholarship programme
- leadership programmes.
Your agency can support Indigenous employees undertaking formal studies or tertiary qualifications in fields which link to agency objectives, or which meet employees' career development needs. That support might include:
- paid leave to travel to attend classes, undertake examinations, or for study purposes
- additional leave to Aboriginal and Torres Strait Islander employees who undertake part-time study
- payment of HECS fees
- scholarships or other mechanisms which allow employees to undertake their studies full-time.
Mentoring
Mentoring aims to help individuals achieve their full potential, and includes guidance and advice on specific agency business challenges, including strategy and policy.
Through your IES, your agency can establish formal mentoring arrangements for Indigenous employees. You might consider including mentoring training for interested employees, or people from outside the agency may be approached to take on a mentoring role. The Commission's Panel of Consultants can also provide some agencies with access to potential mentors for their Indigenous staff.
I started in the Australian Public Service in the late 80s. Back then my only career aspiration was to become an Aboriginal Liaison Officer, which was at the ASO4 level. I did not know how I was going to get there, but I knew that was where I wanted to be in the long term. But how would I get there?
I discussed with a senior member of staff how I could become an Aboriginal Liaison Officer. It was through this informal chat that my career plan and the required skills set were identified and mapped out. This senior staff member was my very first Mentor.
My Mentors have provided me with open and honest discussions, constructive feedback, assisted with looking at what skills I needed to improve and celebrated my successes along the way. I truly believe that I would not be where I am today without the advice, guidance and support of my Mentors.
Mentors need to:
- be able to provide useful advice drawing on their own experience and knowledge
- generate respect and trust in their relationships
- communicate openly and honestly about personal, often difficult, issues
- know where the boundaries are and not play an advocate role
Mentors for Indigenous staff don't have to be Indigenous people. Often the provision of a different perspective is useful by itself:
I have Mentors that are employed with the APS and some that come from my Aboriginal community. I find that this approach to my Mentor selection provides me with the balance I need. On occasions, I have found myself implementing polices that do not sit well with my Aboriginal value system. Through my Mentor relationships, I have been able to discuss this conflict from both angles. I might not always come up with a solution but sometimes just talking about how I am feeling with my Mentors is enough.
Mentors can have a remarkable and long-lasting impact on those they mentor:
My career journey has been a challenge but very rewarding. I have come a long way from being an ASO1. I am happy to say that I did become an Aboriginal Liaison Officer. I am now an Executive Level 1. I would not be here without the help of my Mentors.
My Mentors encourage me, inspire me and keep me humble. My Mentors have been with me every step of career to date and they will be definitely with me in the future.
Staff networks
Networking and peer support is important to the well-being and morale of many Indigenous employees. Establishing and/or providing access to an Indigenous network is a positive way for your agency to show support to Indigenous employees.
Indigenous agency-based staff networks can provide opportunities for Indigenous employees to share experiences, provide support, and be a sounding board. They can also help identify areas where employees need or wish to increase their skills.
Network meetings can be either formal or informal. Formal meetings can provide greater structure and direction for the Indigenous employee network and could have a learning component. They may involve a HR representative and may also be used to gain feedback on the effectiveness of the agency's IES. Informal meetings may provide all of the above, be just as effective, and be run completely by your Indigenous staff. They may provide a relaxed way to welcome new employees to your agency, farewell old employees, and for employees to share experiences and insights.
Indigenous Australian Public Service Employee Network (IAPSEN)
The IAPSEN consists of a number of individual APS Indigenous employee networks in capital cities and regional locations around the country. To date there are networks in Townsville, Brisbane, Sydney, Melbourne, Adelaide, Darwin and Perth. Networks are being established in Alice Springs and the Torres Strait.
The IAPSEN was established to provide a supportive environment and to create a sense of community that is empathetic to Indigenous employees. The network can also be used to discuss broader issues that may be impacting on Indigenous employees in the APS.
Providing Indigenous employees with permission and encouragement to attend IAPSEN meetings is one way that managers and agencies can show their support and commitment to Indigenous employment.
