140128 ps-ritc final reference guide

A reference guide to employing Aboriginal Australians

January 2014

2 This guide was developed by Shelby Consulting Pty Ltd for the resources Industry Training Council and is designed to provide employers with key points to consider when embarking on an initiative to attract, select and employ aboriginal australians in the workplace. The guide focuses on key aspects of this process and supports employers through some of the potential challenges.

It also covers a range of employment initiatives including traineeships, apprenticeships, permanent, casual, full-time and part-time arrangements and includes references to various support agencies and organisations.

The information is presented as a checklist and highlights key actions and topics for consideration.

If further information or support is required, please contact the resources Industry Training Council on 08 9220 8538.

Introduction

Prepared for resources Industry Training Council by

The information in this guide is presented in the following topics:

Clarify your 5 objectives

Recruitment 15 and selection

Pre-employment 19 programs

Traineeships and 23 apprenticeships

Reviewing and 29 measuring success

Workplace culture 6

Workplace preparation 8

Mentoring 24

Aboriginal culture and family 11

Personal communication 12

Communication strategies 14

Induction and on-boarding 21

Mentoring 24

Employee management 27

Program Planning

Pre-employment Programs

Sourcing and Recruitment

Traineeship and Employment

Program Outcomes

3

Program Planning

4

Employing aboriginal people makes good social and business sense. your company has indicated an interest in wanting to engage in and develop an aboriginal employment strategy and here are some of the possible reasons why:

You want to increase the pool of applicants to your workforce

You want to have greater diversity in your workforce

Providing an ‘inclusive’ workforce is important to your company

You have contractual obligations that need to be addressed

You have a commitment to workforce sustainability and corporate responsibility

You are interested in employing upcoming talent

Think about your company’s objectives and make sure you can write them down clearly. until you can, you won’t be able to communicate them to others.

all successful employment strategies require time, commitment and planning. Employing aboriginal australians is the same but can involve some additional considerations with respect to cultural difference and inclusion. These aspects of the employment strategy are discussed on the following pages.

Program Planning Pre-employment ProgramsSourcing and Recruitment Traineeship and Employment Program Outcomes

Clarifying your objectives

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6 Building a successful workplaceWorkplaces and working conditions have changed over time, becoming more flexible in order to attract and retain a broader and more loyal workforce.

Building a workplace that employees want to be part of is important. It’s not just a matter of employees being ‘job ready’ and ‘fitting in’. To be successful and retain employees, companies can consider various ways in which to create an environment that reflects what the company is all about. There are some specific considerations that can be made for accommodating an aboriginal workforce, for example, ‘buy in’ at all levels of the company.

Contemporary practice calls you to be aware of “two worlds” impacting on Aboriginal people. There is a mixing of western and Aboriginal knowledge and ways.

Have you got buy in? For the successful implementation of new policies and programs, it is important for employees at all levels of the company to be familiar with and to support the changes. Ideally all employees will be aware and support the business vision to employ aboriginal people. For practical reasons, initially, leadership and senior managers can champion the workplace changes, articulate the company vision and explain why the changes are important, including the benefits for the company.

The more champions, the better! To spread interest and Increase "buy in", aim to involve as many employees as possible to champion the program. Support existing employees to understand the changes and identify issues as early as possible.

> See also: Clarifying your objectives and communication strategies

What else can your company do?To develop and maintain a profile as a company that welcomes, works with and retains aboriginal employees, there are various processes you can develop and actions you can adopt. These may include:

• Providingallemployeeswithculturalawarenesstraining so that they have exposure and understanding of the broad and historical issues. Evidence suggests increased cultural awareness facilitates a more productive workplace environment. If possible send supervisors to more advanced training.

• GettinginvolvedinAboriginalcelebrations like naIDOC week: have a presence at events and profile your company as an employer of choice for aboriginal people.

• DevelopinganAboriginalemploymentpolicyand workforce development strategy that describes the goals and objectives of the company and its plan for achieving these.

• Developingorenhancinganequityand diversity plan.

• DevelopinganAboriginalemploymentoperational plan.

• Developingareconciliationactionplanwithvision and intent.

• ReviewingyourHRpolicyandconsiderincorporating culturally appropriate adjustments. This may include adjustments to bereavement leave in recognition of the higher mortality rates of aboriginal people and the relation of this to increased need and obligation for aboriginal employees to attend funerals.

• DisplayingAboriginalartanddecorationsintheworkplace to reflect your company’s interest in aboriginal culture.

• UtilisingappropriateimagesofAboriginalpeople in company brochures, newsletters or other promotional materials (note. Be aware of various cultural sensitivities around images of deceased individuals and children).

Workplace culture


7Cultural awareness is a first step on a journey towards cultural competence.

Confidentiality and trust Developing confidence and trust between employees is critical to a company’s productivity as well as workplace harmony. It may be a good idea toworkwithHRtodevelopandimplementsupportmechanisms that can help to avoid problems or resolve them once they have occurred. Specific considerations may be helpful in building trust between aboriginal and non-aboriginal employees. For example, you could involve mentors and use formal and informal communication strategies.

> See also: Communication strategies, personal communication and mentoring

Building Aboriginal cultural awareness in the workplaceIt’s advisable that companies that are serious about sustaining an aboriginal employment strategy and engaging and retaining aboriginal employees in the workplace build cultural awareness in their workplace.

There are a number of cultural awareness training providers who can assist in running workshops for you.

> Further information:

http://www.trainingwa.wa.gov.au/awdc/detcms/navigation/employers/aboriginal-cultural-awareness-training-providers/

Measuring workplace cultureOne way to understand your non-aboriginal employees’ interest in aboriginal employment is to observe, ask informal questions or develop a short survey. These can all be used to identify employees’ views, beliefs, attitudes and perceptions.

a survey can also act as an agent of change and communication. It can provide context for questions as well as raise awareness and debate around the topic. The results of the survey and other tools used can help identify issues and provide an understanding of the baseline status and indicators of potential change management issues.

DO4 Be prepared for the long haul – sustainable

change doesn’t happen overnight

4 Make sure everyone understands their responsibilities and why they matter

4 Set clear expectations and benchmarks

4 Make a real commitment

4 Find champions at all levels

DON’T8 Assume that a commitment from senior

management means the whole company is on board

8 Think Aboriginal employment is just an add-on

8 Under-resource the initiative

8 Assume cultural awareness training provides all the answers.


With any workplace change or initiative it is important to let existing workers know what is happening.

Without drawing too much attention, it is important to advise potential managers and colleagues on the arrival of new employees. If your company or employees are unfamiliar with diversity, and new employees are from a different culture, it may be helpful to assist in creating a welcoming and supportive environment.

> See also: Communication strategies and induction and on-boarding

With any workplace change or initiative it is important to let existing workers know what is happening.

Prepare your team leaders and supervisors

Workplace preparation and ownership

8

DO4 Advise of expectations of managers and

team members

4 Let people know their responsibilities

4 Prepare the workplace

4 Provide cultural awareness training, if appropriate

4 Let those in the workplace know why Aboriginal employment is important

DON’T8 Withhold information until the person starts

8 Over celebrate employee ethnicity

8 Assume that everyone in the workplace will be on board


9


Sourcing and Recruitment

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Cultural diversity in regional language groupsThere are more than 250 traditional aboriginal language groups in australia. Within these language groups there are subgroups, amounting to a total of some 500 dialects. Traditions and culture can vary greatly from area to area so aboriginal employees may have different cultural practices or obligations.

Family obligationsa non-aboriginal person's family usually consists of blood relations and those connected by marriage. For an aboriginal person the concept of family can be significantly extended in their kinship system.

The traditional aboriginal kinship system is highly organised and structured, and is the framework under which relationships and specific roles and responsibilities are given to individuals in the group.

This wider web of relationships may bring more family and cultural obligations, for example, attending funerals.

Knowing the extent to which an aboriginal employee must comply with traditional cultural protocols is important. For example, there may be an avoidance relationship, which prohibits contact between people of particular ‘skin’ groups that your team needs to be aware of.

Understanding the differencesIt is worthwhile knowing where your aboriginal employees are from and which language group they identify with. To understand more about the language group and any specific cultural practices and obligations your new employee may have, ask a knowledgeable aboriginal person.

Aboriginal culture and family

DO4 Get to know your employees on a personal

level so that you have an understanding of their family background and commitments

4 Ask advice about welcome to country protocols from local Aboriginal elders

4 Be clear about if and how you can accommodate these obligations

4 Be clear about expectations with respect to work responsibilities

4 Be aware of traditional Aboriginal kinship systems

DON’T8 Assume expectations are understood

8 Assume that if you have had cultural awareness training you understand all that is required about Aboriginal cultures and employees

8 Think a welcome to country is all that’s needed

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Goodcommunicationisacriticalfoundationtoyour relationship with employees and colleagues.

When engaging with your employees, there are a number of factors to consider including their education, language, age and social economic factors, etc. Effective communication is not necessarilyagiven.Herearesomethingstoconsider when communicating with all employees, including aboriginal employees:

• Askforfeedbackorconfirmationfromyouremployees to ensure your message was received as intended. Some employees may not understand but do not have the confidence to ask for clarification.

• Provideamentorforemployees.Thismayprovide a non-threatening ally in whom the employee can confide or ask questions. It also provides an alternative avenue for feedback.

• Whentalkingtoemployeesitcanbehelpful to think about your body language and the speed and tone of your voice in the delivery of your message.

Don’t be caught thinking, “I treat everyone the same,” as “the same” has been defined to suit our culture. Substantive equality says sometimes it’s important to treat people differently to get the same outcome.

• Havepatiencewithapauseorsilence:oftena delayed response or silence can be a sign of respect or that they are thinking about their response. It may also mean the employee hasn’t understood, and is unsure what to say. With time, you will begin to understand which one it is.

• Beconsciousofplacingtoomuchemphasis on an individual in front of a group. Both positive and negative individual feedback can cause embarrassment.

• Beawarethatsomepeoplemaymakelittleto no eye contact when talking face to face. They may be conditioned to a traditional communication protocol of eye avoidance. Culturally, it’s a sign of respect or to avoid conflict.

• Demonstratinganoutcometoyouremployeefirst, followed by an explanation may be a more effective way to get outcomes; working from the concrete to the abstract in logic and theory. Try both to see which is most effective.

• Workplaceresponsibilitiesandfamilylifecanoverlap for any employee. as discussed, aboriginal employees have cultural obligations that may slightly differ from non-aboriginal employees. It is a good idea to talk this through with aboriginal employees at the outset.

• Informal,non-confrontationalstrategiesoftenwork best.

> See also: Communication strategies

12

12

Personal communication

Message

Interpret

Feedback

Encode

Decode

Send


MiscommunicationMiscommunication or misunderstanding is a common challenge in all workplaces. This can often be more pronounced when working cross-culturally and can often go unrecognised. If this issue is occurring, it is also undoubtedly impacting on productivity and the workplace culture.

Factors impeding effective communication include, but are not limited to:

• Unclearunderstandingofexpectations

• Unclearunderstandingabouttheworkenvironment and work tasks

• Languageandjargon

• Stress

• Organisationalconstraints

• Stereotypicalthinking,prejudice

• Limitedorlackofcrossculturalknowledgeandunderstanding

• Differingmodesofcommunication – email, face to face, group, individual, etc.

• Differingstylesofcommunication – authoritative, collaborative, etc.

If the employee is not as assertive as others and they will listen but not question – this does not necessarily mean they agree with what you are saying.

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DO4 Use an open and positive attitude

4 Practice getting feedback

4 Be prepared to build trust

4 Use a casual non-confrontational style where possible

DON’T8 Use jargon and acronyms

8 Assume you’ve been understood

8 Expect an immediate answer – time may be needed to consider a response

13


a communication strategy is often overlooked when it could be a key tool for making sure that your workplace culture reflects your organisational intent. a communication strategy should identify a range of formal and informal tools to deliver your message.

Formal communications are planned and follow a structure. They are generally documented and managed. Informal communication methods are often overlooked but are some of the most useful communication channels in business. They have become crucial to ensure the effective conduct of work in modern organisations.

FORMAL vs INFORMAL Communication can be via formal structures such as team meetings or informal avenues such as casual conversations or yarning

Examples Benefits Drawbacks

Formal • Policies,procedures and guidelines

• Teammeetings

• Presentations

• Newsletters

• Intranet

• Sendsaconsistentmessage

• Isrecordedandableto be easily referenced

• Clearlydefinesresponsibility

• Islesslikelytobemisinterpreted

• Ismoredirectivethancollaborative

• Isstructured,generic and managed

• Maynotconveynuances of a situation as it applies to an individual

Informal • Morningteas

• EmailsandSMSmessages

• Social/casualconversations

• Messageboards

• Isopportuneandspontaneous

• Providesopportunityfordiscussion, interaction and influence

• Buildsrelationships

• Isinconsistentandopen to interpretation

• Oftenisaonceoffcommunication between individuals – some people may miss out on receiving the information

Communication strategies

DO4 Be upfront and clear about expectations and

offerings with employees from the outset

4 Plan and create a communication strategy

4 Identify the preferred mode of communication being used within your organisation and tap into it

4 Use a variety of formal and informal communication methods

4 Provide multiple opportunities to communicate a message

4 Set clear expectations

DON’T8 Communicate just once or use just one

communication method

8 Keep information to yourself

8 Skirt an issue or ignore it in the hope it will go away

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Recruitment and selection

15What is the job?In the process of advertising a job, clearly define what it is you want and what you are looking for in an employee. Include the conditions and the types of tasks involved in the role.

a common criticism by employees and job applicants is the lack of clarity in the job description, whereby information about the work is unclear.

Key questionsTo help you determine the type of work and responsibility required, the following questions may help.

• Istheworkseasonal?

• Willitbepermanentorcontractwork?

• Isitonapart-time,full-timeorcasualbasis?

• AmIinterestedinemployingatraineeorapprentice through a formal traineeship or apprenticeship?

• HowmanypositionswillIhave?

• Isthereajobdescriptionavailable?

Why are we doing this?It is important that you understand what strategic or operational organisational objectives you are trying to achieve through employing aboriginal australians. are you:

• TryingtobuildaregionalemploymentbaseinanareawithasignificantAboriginalpopulation?

• Tryingtomeetequityanddiversitytargets?

• Providingemploymentsolutionsforanunderutilisedcohort?

Companies with these goals have found that progress can be slow but with a sustained focus on reaching their objectives, they get results.

> See also: Clarifying your objectives, workplace preparation and communication strategies


What do you want in an employee?Once your organisation’s objectives are clear, the recruitment team can focus on identifying and targeting appropriate employees.

Where do I find people?There are several options available for identifying aboriginal australian applicants. The australian andWesternAustralianGovernmentssupportthe employment of aboriginal australians through funding organisations that are focused on assisting aboriginal australians into employment, such as the Western australian aboriginal Workforce Development Centres. There are also private sector recruitment agencies that specialise in aboriginal employment.

Inaddition,thereisAustralianGovernmentfundingavailable for projects that support employers to provide sustainable employment opportunities and assist aboriginal people to engage in training and employment opportunities.


Aboriginal Workforce Development Centres: http://www.trainingwa.wa.gov.au/awdc/detcms/portal/

Australian Government: http://www.indigenous.gov.au or http://www.employment.gov.au

AdvertisingBe aware that forms of advertising through job search websites such as seek.com.au, careerone.com.au or newspapers are less likely to be successful, unless you use aboriginal media such as the Koori mail. Consider aboriginal career days and expos, or advertising on aboriginal radio stations or other local media that aboriginal people tap into.

UnderWAGovernmentlegislation(Section50DofEEO act) employers are able to advertise specifically for aboriginal australians for jobs where aboriginality is necessary as part of the job description.


Australian Job Search: http://jobsearch.gov.au/jobseekerinfo/indigenous.aspx

Aboriginal Employment Strategy: http://www.indigenousjobsaustralia.com.au/index.php?option=com_content&view=article&id=25&Itemid=7

Australian Employment Covenant: http://jobsearch.gov.au/employerinfo/australianemploymentcovenant.aspx

http://careers.fiftythousandjobs.org.au/

GenerationOne: http://generationone.org.au/

Local Aboriginal resource agency or local Aboriginal corporations


Job profile and job criteriaWith any position it is important to be very clear about the roles and responsibilities required. It is best if you develop a detailed and robust Job Description Form (JDF), which explicitly captures tasks needed to be undertaken and the criteria and skills required for the role.

The more specific you can be about the role, the better. Be mindful that the language you use is appropriate and not too complicated, or set aside time to communicate what it means. For example, the description “undertakes reception duties” may not be explicit enough. you may want to include that this requires skills in filing, banking, answering phones, setting up meetings etc. Similarly, the description “responsible for project management” does not specifically identify that the role requires report writing, program evaluation and contract or procurement management.

Targeted recruitmentIs your recruitment process going to facilitate theprocessofemployingAboriginalpeople? Make sure the application process is clear and does not deter potential applicants. alternatively you may nominate a team member to take people through the application process. Ensure that the job advert explicitly encourages aboriginal people to apply, that is, includes the phrase ‘Aboriginal applicants encouraged to apply’.

Face-to-face interviews often involve a panel of up to three people. This format can be intimidating for applicants and may not be conducive to getting the best out of some of them. Where possible include an aboriginal person in the selection process.

If you decide to use interviews as a selection technique, make sure those involved understand

and support your company’s aboriginal employment objectives and have had cultural awareness training. Be prepared to alter the format to be less formal and incorporate mechanisms for putting applicants at ease.

Techniques using assessment centres have shown greater success. These techniques typically allow you to bring together a group of applicants and allow them to interact through structured tasks and activities such as teamwork or problem solving. During these activities you can take individual applicants aside to talk with them to get a greater understanding of their work ethic, organisational cultural fit and personality. aboriginal australians have reported that these types of techniques allow them to feel more comfortable and behave in a way that is more familiar to them.

When you talk with an applicant one-on-one, make sure you identify some key questions you would like answered, for example:

• Whydoyouwanttobepartofthe program/workhere?

• Whatexperiencehaveyouhadworkingin ateam?

HRprofessionalsorAboriginalemploymentagencies can provide advice and assistance in developing appropriate processes and questions to promote effective selection.


GenerationOne (2013), Everybody’s Business, A handbook for Indigenous employment from http://www.trainingwa.wa.gov.au/awdc/detcms/navigation/employers/?oid=MultiPartArticle-id-10715555

or http://generationone.org.au/blog/2013/02/everybody-s-business-

a-handbook-for-indigenous-employment

DO4 Select the most appropriate places to

advertise

4 Enlist the help of specialist Aboriginal employment services professionals

4 Use activity based selection processes

4 Ensure assessment methods are as welcoming and fostering as possible

4 Be explicit about position availability

4 Be explicit about what the role actually does

DON’T8 Run a standard three panel member

interview that is not culturally appropriate

8 Make the process of applying onerous and cumbersome

8 Adopt a one-size-fits-all campaign

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Pre-employment Programs

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What are pre-employment programs? Pre-employment programs are designed to help prepare people for employment or further training opportunities. Programs might aim to assist potential employees gain skills or knowledge to meet entry criteria. Programs often provide technical training and workplace experience as well as personal training, support and mentoring to assist participants identify and overcome challenges that might have been barriers in the past.

On completion it is anticipated that participants will feel equipped and want to begin and successfully complete an apprenticeship, traineeship or gain employment.

Preparing for the Fly-In-Fly-Out (FIFO) LifestyleFor many people who choose to work in the resources sector, FIFO becomes a way of life for themselves and for their families. It is important to realistically portray the lifestyle and challenges of the FIFO life from the outset, as the reality can be very different from the expectation. It is also very different from what people have experienced working in metropolitan areas. Successfully preparing employees and trainees will help decrease the risk of staff turnover. It can also assist in reducing high operational costs whilst you recruit and manage the day-to-day operations while understaffed.

Running your own pre-employment programFunding may be available from the australian Government.YoushoulddiscussyourplanswiththerelevantCommonwealthGovernmentagency.The Perth aboriginal Workforce Development Centre facilitates a one-stop-shop pre-employment program service for employers with guaranteed entry-level jobs.


Aboriginal Workforce Development Centre: http://www.trainingwa.wa.gov.au/awdc/detcms/portal/

Australian Government: http://www.indigenous.gov.au or http://www.employment.gov.au

Gathering applicants and advertising

> See also: Recruitment and selection

Pre-employment programs

19

Program Planning Pre-employment Programs Traineeship and Employment Program OutcomesSourcing and Recruitment

20 Traineeship and Employment

Inductionan induction or orientation program is the process used to welcome new employees to a company and prepare them for their new role. It’s important because it provides an introduction to the working environment and sets up the new employees to the organisation with IT systems, information and contacts. When done well, an induction program creates a positive first impression and gives the employee a sense of the different aspects of the workplace.

Importantly, an induction program needs to cover employer and employee rights and the terms and conditions of employment. It must also cover any legal and compliance requirements for working at the company and pay attention to the health and safety of the new employee.

Key Featuresa typical induction program will include at least some of the following:

• Anintroductiontothecompany.Thismayinclude employee specific information regarding the department in which they sit and how the department fits within the overall operations of the business. In addition, any legal requirements(e.g.insomeindustriesHealthandSafety training is obligatory) are also required.

• Introductiontotermsandconditions(e.g.holidayentitlement, how to make expense claims, etc.)

• Securitypassesandlogins

• Aguidedtourofthepremises

• Set-upofpayrolldetails

• Introductionstokeymembersofstaff

• Specificjob-roletraining

Induction and on-boarding

21

Employee induction

Gettingstarted

Introduction to the organisation

Facilities and services

Employment conditions

Health,safetyandenvironment

Policies, procedures and systems

Other

Program Planning Traineeship and Employment Program OutcomesSourcing and Recruitment Pre-employment Programs

Make a good first impression!

Sort out new employees’ workstation and computer access before they start.

Preparing the worksite The induction process should have a timetable, detailing induction activities for a set period of time (ideally at least a week) for the new employee, naming who will be responsible for each activity. This plan should be circulated to everyone involved in the induction process, including the new starter. If possible it should be developed with the new staff member or at least sent to them in advance. Consider using a buddy system and allocating someone to help the new employee within the first fewdays/weeks.

Induction programs can be split over time but should be planned out.

First day

• Securityandcomputerlogin

• Systemandfacilitiesorientation

• Teamorientationandintroductions

• Sitewalkaround(exitsandfiredrills)

• Roleclarity

• Employmentconditions

First week

• Organisationalcontext

• Introductiontootherkeystakeholders

• Intranet

• Organisationpoliciesandcodeofconduct

First month

• Attendanceatmeetings

• Identifysupportandprofessionaldevelopmentopportunities

• Providefeedbackonperformance

• Mentor/Buddyallocated

• KeyPerformanceIndicators(KPIs)understood

First six months

• Regionalsitevisits,ifapplicable

• Providefeedbackonperformance

First year

• PerformanceReviewsystem

• Inductionprogramevaluation

On-boardingOn-boarding, or organisational socialisation, is the mechanism through which new employees acquire the necessary knowledge, skills and behaviours to become effective organisational members and insiders. Mechanisms used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organisations.

research shows that these socialisation techniques lead to positive outcomes for new employees.

To increase the success of an on-boarding program, it is important to monitor how well new employees are adjusting to their roles, responsibilities, peers, supervisors, and the organisation at large. researchers have noted that role clarity, autonomy, social acceptance, and knowledge of organisational culture are particularly good indicators of well-adjusted new employees who have benefitted from an effective on-boarding system.

On-boarding combines all employee development facets including the induction program, professional development program and any other support structures like mentoring into a holistic approach which ensures that employees are well socialised into organisational culture.

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Professional Development

Mentorship

Orientation

Decreasedstress

chance of quitting

Successful socialisation

Increasedjob satisfaction

job performanceorganisational commitment

Ongoing Professional Development


What is the difference?Both traineeships and apprenticeships provide participants with a way to combine practical workplace experience with structured training. In both cases the participant undertakes an employment based training program that leads to a nationally recognised qualification.

What is an RTO1?a registered Training Organisation ( rTO) provides the formal training component of a traineeship or apprenticeship. rTOs are registered by the government and are required to confirm to specific quality standards.

Some rTOs are private training organisations, some are government funded State Training Providers (previously TaFEs). Businesses can also apply to be an Enterprise rTO if they meet the necessary eligibility requirements.

Relationships with RTOsIf you are employing trainees or apprentices you will likely be working with an rTO to develop training plans and review their progress regularly.

Your responsibilities as an employeras an employer you are expected to:

• Supportyourapprentice/traineebyprovidingday to day on-the-job training and supervision

• Providetimeoffworktocompleteoff-the-jobtraining

• Payyourapprentice/traineeforthedurationofthe contract

Culturally aware RTOsSeek out a training provider who is experienced and successful at training aboriginal participants.

Training approachWorking well with a diverse group of trainees or employees requires different approaches to training. This may require using a mixture of training styles, for example observational experiential, theoretical, practical, classroom delivery, etc.

Furthermore, when working with aboriginal employees needing on-the-job training, it is advisable that supervisors and team leaders are able to demonstrate and teach in a culturally appropriate way. you may need to raise this with your training provider.

at the outset, it pays to be flexible in planning and delivering training. an effective way of achieving outcomes is to discuss with the trainee or employee their training preferences and needs and work from there.


ApprentiCentre: www.trainingwa.wa.gov.au/apprenticentre or 13 19 54

Traineeships and apprenticeships

DO4 Do use on-the-job training where possible

4 Make training delivery specific and culturally appropriate

4 Raise this with your training provider to make sure their delivery takes into account the learning needs of Aboriginal Australians

4 Be flexible in how you teach staff

DON’T8 Assume everyone will learn from traditional

methods or reading from a book

8 Assume everyone learns in the same way

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1 a new quality framework, in which rTOs will be replaced by Licensed Training Organisations (LTOs), is currently in draft form. This is planned to be phased in between 2014 and 2016.


What is a mentor?Workplace mentoring is a one-on-one structured relationship in which an employee receives support and guidance from an experienced colleague or nominated external mentor. This is to assist them to develop their skills and better manage the challenges of their work commitments, and in some cases also non-work issues.

The relationship is based on trust and is supported by the organisation with processes, training and resources. Sound aboriginal mentoring in the workplace assists aboriginal employees to engage with and feel comfortable in the workplace.

Choosing a mentora mentor may be someone in the workplace – it may be another aboriginal employee who is experienced and can guide the new employee or trainee in negotiating the workplace environment (i.e. terminology, protocols, processes, etc.). Depending on the needs and confidence of the aboriginal employee, a non-aboriginal mentor may be more than adequate.

alternatively, you may want to contract a mentor from a local aboriginal mentoring service. This may be appropriate when the new employee is from another area and may need some support settling into a new social and cultural environment.

Preparing your mentorsBe very clear about the role you expect the mentor to play. Ensure mentors understand the significance of being a mentor and the importance of that role to the organisation, and the potential gains that can be made as a result.

Key skills for mentors• Welldevelopedinterpersonalskills• Goodverbalcommunicationskills• Listeningskills• Problemsolvingandconflictresolution• Aninterestinhelpinganddevelopingpeople• Empathy• Abilitytobeprofessionallysupportive• Culturalcompetency• Patience

Matching mentees and mentorsThe success of mentoring is closely tied to how well the mentor and mentee are matched. To appropriately match mentees and mentors, several issues need to be considered. The use of some simple tools and documents will facilitate these decisions.

• Makesureyouhavespecifiedcriteriaoutlinedfor both the roles of the mentor and mentee, and make sure the mentors and mentees are selected based on these criteria, which should include the mentors’ skills and qualifications.

• Makesurethatyouhaveawaytoaccuratelyassess the expertise of potential mentors and the needs of the mentees, as this will lead to a good matching or appropriate pairing. This can be done through a variety of methods, such as having all mentees and mentors complete a questionnaire regarding their skills, needs and desired program outcomes.

Organisational contextMentoring programs require a supportive organisational environment, which nurtures a two-way relationship through which both employees and employers learn and benefit. In this context you may want to consider:

• Developingamentoringprogramwithintheworkplace to support aboriginal employees. Work toward a ‘whole of organisation’ commitment.

• Allocatingadequateresourcestoensurementors and mentees are suitably qualified, skilled, committed and informed, including cultural competency training (a more detailed and in depth cultural awareness training program) for non-aboriginal mentors

• Facilitationofmentoringbyprovidingthetimeand an appropriate location for mentors and mentees to meet

• WorkingwithlocalAboriginalcommunities,creating an environment that facilitates aboriginal family support, career development, on-going training and flexible work conditions for mentees.

Mentoring

24


Mentor/mentee relationshipSome mentoring relationships extend over many months or years, others for much shorter periods of time. Mentoring relationships should only continue as long as both parties are able to commit to the relationship and it is meeting the agreed needs and purpose. Different mentoring partnerships have varying ‘rules’ about what is discussed and what mentors are willing to assist with. It is important that both mentee and mentor agree on the purpose of the mentoring relationship. Confidentiality and trust is an essential part of the mentoring partnership, which must be preserved and respected by both parties.

a formal workplace mentoring relationship requires management and administrative structures to define and nurture it. The following are required:

• Appropriatematchingofmentorsandmentees

• Trainingofmentorsandinductionofmentees

• Astructuredprogramofcommunication

• Settingrealisticgoalsandstrategiesto achieve them

alternatively some organisations may opt to use a more informal relationship, which is more focussed on solving employees’ problems. This type of mentoring can be helpful; however, you need to ensure that the relationship does not become one of dependence. rather it should result in the employee developing the skills to address professional problems as they arise.


The Aboriginal Workforce Development Centre website lists Aboriginal mentoring services throughout WA: http://www.trainingwa.wa.gov.au/awdc/detcms/navigation/mentors/?oid=MultiPartArticle-id-10819096

Organisation

• Supportiveclimate

• Training

• Operationalresources

• WorkingwithAboriginalcommunities

relationship

Monitor and Evaluate

From Shelby Consulting, 2011. Literature Review: Good practices mentoring for Aboriginal people in Western Australia for Department of Training and Workforce Development.

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A

Define andB

ImplementC

D

Mentor Skills knowledge

• Selection

• Trainingand Development

• Structured communication

• Management

Mentee Skills development

DO4 Ensure you have specified criteria for the

roles of both mentee and mentor

4 Ensure you have commitment from both parties

4 Ensure you assess the skills of your mentors

4 Ensure that your mentors and mentees are appropriately matched

4 Ensure you have a diverse and varied range of mentors from all over the business across all levels

4 Regularly assess the success of the mentoring program and the relationships, and alter accordingly

DON’T8 Allow a power imbalance to arise between

the mentee and mentor

8 Assume that managers will automatically make great mentors

8 Allocate a direct line manager as a mentor

Aboriginal Mentoring Model

Plan


Work behaviourMany new employees may have had limited work experience, especially those from remote and regional areas. It is the responsibility of employers to be aware if this is the case and allocate more time and effort in training and mentoring for employees who are unfamiliar with the work environment.

It is important to be explicit in outlining your expectations, and ways the employees will be assisted in meeting those expectations. It is also important to explain the consequences of non-compliance with the organisation’s policies and protocols.

a good support mechanism such as a mentoring program can help if issues in this area arise.

> See also: Mentors

Addressing inappropriate behaviour Inappropriate behaviour from employees can be difficult to manage. For example, consistent absenteeism particularly with aboriginal employees has raised issues for many employers.

Employers need to be aware their actions are fair if issues are addressed through transparent and consistent processes, which are applied to all employees within the organisation.

It is imperative that employers address any issues early and explicitly because failure to do so inevitably results in inappropriate behaviour continuing. It also runs the risk of generating a lack of trust and resentment from other workers who interpret failure to act as condoning the behaviour. The employee’s mentor should be involved in the disciplinary process.

However,therewillbetimeswhereculturalpractices or obligations may require an exception, i.e. bereavement leave (as discussed). These kinds of exceptions are best dealt with at the outset of employment whereby employer and employee have a mutual agreement or understanding.

Employee management

DO4 Be aware of and respect Aboriginal

employees' cultural obligations

4 Set clear expectations and the consequences of not meeting them

4 Address issues as they arise through a fair, transparent and consistent process

4 Include the employee’s mentor/s in this process

DON’T8 Ignore issues

8 Fail to explore the reasons for non-compliance of expectations

8 Neglect performance management

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28 Program Outcomes

reviewing program delivery and measuring success is important to all businesses. Critical to measuring anything is discerning what your company wants to know, how to measure results and what data you need to collect.

Often, workplaces fail to identify and measure the success of their programs because they wait till the end of the program to ask questions.

To identify outcomes brought about by your program, data needs to be collected before it starts to provide a baseline measurement. This might be employment data or data from a survey developed for this purpose. Future data collected can be compared with this initial snapshot to determine if the program is having an effect. In addition, you should try to compare the results of aboriginal programs with the same or similar data for non-aboriginal programs. Without the comparison, it is difficult to make an adequate measurement of the success or failure of the ‘aboriginal program’.

What does success looks like?Defining what success looks like is critical to being successful. Key stakeholders need to discuss and agree on the terms of success, which inevitably helps to avoid misunderstanding and failure.

What are KPIs?Key performance indicators (KPIs) help organisations define and achieve goals. They are quantifiable measurements, agreed to beforehand that reflect the desired outcomes.

KPIs are important as they provide valuable feedback on how effective and realistic the original objectives were. They provide guidance and learnings for the future as well as ongoing opportunities for improvement.

DO4 Collaboratively agree on what constitutes a

successful outcome

4 Commit to an outcome statement in writing

4 Reach agreement from all stakeholders on outcomes and KPIs

4 Ensure all stakeholders have a common understanding of terminology and definitions being used.

4 Develop SMART goals: Specific, Measurable, Attainable, Relevant, Time-bound

4 Plan and provide resources for monitoring and evaluating the program, and implementing recommendations designed to improve it

DON’T8 Assume that everyone is striving for the

same outcome

8 Create KPIs which are not shared by all stakeholders

8 Create KPIs and then not measure them

8 Create KPIs unreflective of the desired outcomes

8 Wait until the end of your program to measure its success

Reviewing and measuring success

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SMART Goals Setting

Measurable

Relevant

Attainable

Time-Bound

Specific

M

R

A

T

S

Mistakes in setting goals

too big

too many

not specific

not written

Program Planning Program OutcomesSourcing and Recruitment Pre-employment Programs Traineeship and Employment

Notes

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Level 10, 2 Mill Street Perth Wa, 6000

Locked Bag n984 Perth Wa 6844

F: +61 8 9221 3701

www.ritcwa.com.au

Nigel Haywood Manger P: +61 8 9220 8538 E [email protected]

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140128 ps-ritc final reference guide

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Transcript of 140128 ps-ritc final reference guide