Expanding local Aboriginal and Torres Strait Islander employment

07 Management and staff

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Create identified positions. If you want an Aboriginal and Torres Strait Islander person for a job, you can say so by making it a position identified for an Aboriginal or Torres Strait Islander person. Australian laws let you do this. But be clear about why you want an Aboriginal and Torres Strait Islander person for the job.
Be transparent and accountable. Sometimes in communities everyone is related, so it’s hard to not see a job go to family, especially if they’re the ones qualified and interested in the job. The way to avoid a perceived conflict of interest is to have an open selection process, and ensure that any family members already working in the organisation are not directly involved in the interviews and appointment.
Invest in tailored mentoring support and training. It’s no good getting local people into your workforce and then leaving them high and dry. Sometimes if a person isn’t used to the workforce but has enthusiasm and talent, they might need extra support. Appoint a mentor to work alongside them.
Make accredited study available. Overcome the endless cycle of ‘training for nothing’ by focusing on completed study and accredited professional development for those ready for it. And make sure it then leads to relevant work.
Create an employment and training plan and policy. Providing on-the-job, on-site training that is relevant to actual daily work significantly contributes to a person’s confidence and practical work skills. If you have an overarching plan and policy then it is more likely to get implemented.
Hire young people to shadow staff, do work experience or work in public positions. This will encourage others to take a chance. But ensure they are properly supported and have a program of relevant work to enable them to build their confidence and skills.
Acknowledge gender issues. Some areas of work may need to be done by either a man or woman. There may need to be training relevant to this work.