Indigenous Employment
Plan
2010
Introduction
The University of Canberra is committed to creating a workplace that reflects and values the diversity of the Australian Nation. In the University
of Canberra Strategic Plan 2008-12 the value of a diverse workplace is seen as strengthening our foundations and each of us within the
University is encouraged to build this future through the following steps.
STRATEGY 1 – STRENGTHEN THE FOUNDATIONS
Step 1: Ensure that respect for Australia’s traditional owners and concern for their current circumstances influences our plans and
actions.
Step 2: Create a great workplace which attracts, engages and retains excellent, entrepreneurial, diverse staff committed to higher
education and research with public purposes, in a collegial environment.
STRATEGY 2 – INCREASE OUR STUDENT LOAD TO 9000 EFTSL BY 2013
Step 14: Develop and implement an ambitious student equity agenda.
Step 15: Provide a great student experience, appropriate to the age, stage, background and circumstances of a diverse student
population.
STRATEGY 5 – ENGAGE EFFECTIVELY WITH THE WORLD AROUND US
Step 38: Develop strategies in an Engagement Plan to strengthen our relations with alumni, government, the public sector, business
and industry, and the cultural, sporting and social welfare communities.
The University’s commitment to increasing Indigenous employment at the University is stated within our latest Enterprise Agreement in the
following clause.
UNIVERSITY OF CANBERRA ACADEMIC, GENERAL AND UCELI ENTERPRISE AGREEMENT 2009-2012 – CLAUSE D10 INDIGENOUS
EMPLOYMENT (SUB-CLAUSE D10.1 & D10.2)
D10.1 The University is committed to furthering the employment of Indigenous Australians. The University will support employment
opportunities for Indigenous Australians through the continuing work of the Indigenous Employment Strategy Consultative
Committee (IESCC) which shall include at least an Indigenous staff member, a nominee of the NTEU, and an appropriate
nominee of the local Indigenous community. The Committee shall be reconvened within 4 months of the commencement of this
Agreement.
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D10.2 As a first step towards implementation of the National Indigenous Higher Education Workforce Strategy, as endorsed by
Australian University Vice-Chancellors and Chancellors in May 2009, the University will support the work of the IESCC in
assisting the University to re-establish an Indigenous Employment Strategy by the end of 2010 in setting particular targets (in
any case not less than 5 positions) for increasing employment and development opportunities for Indigenous Australians during
the life of this Agreement.
What is our approach to Indigenous Employment?
In order to become an Employer of Choice the University of Canberra adopts a mixed approach to Indigenous Employment, where possible
creating policies and procedures to reflect our commitment to social inclusion for Indigenous Employees to counter the existing widespread
societal and structural inequality in Australia today. At the same time the University will create opportunities in whatever way it can, while doing
so in a very pragmatic way.
What is an Indigenous Employment Plan?
An Indigenous Employment Plan seeks to identify key strategies and actions that a workplace can implement to attract and retain Indigenous
staff. The University of Canberra Indigenous Employment Plan identifies broad areas that relate to the growth of employment opportunities
across the University, policies and practices that hinder or support Indigenous employment and other initiatives that can support Indigenous
employment. This Indigenous Employment Plan replaces the University of Canberra Aboriginal and Torres Strait Islander Employment Strategy
(2007) and where appropriate has incorporated it’s stated objectives and actions.
How can an Indigenous Employment Plan contribute to workplace diversity?
By strategically identifying opportunities to improve Indigenous employment opportunities and practices across the University it helps to build a
culture of understanding and encouragement alongside ensuring pathways to meet Indigenous aspirations. Where possible the plan will include
all areas of the business to build awareness and a sense of shared ownership of the development of a diverse workplace.
Strategic Areas
The following strategic areas of action have been identified in this Indigenous Employment Plan.
1.
2.
3.
4.
5.
6.
Indigenous Representation in Decision Making/Governance
Recruitment and Development Policies and Procedures
Recruitment and Development Practices
Supporting and Assisting in the Workplace
Co-ordination with other Initiatives
Understanding the Current Situation
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1. Indigenous Representation in Decision Making/ Governance
The University of Canberra will seek to include an Indigenous perspective in our decision making through representation in an increased
number of Boards, Committees and selection panels.
When a vacancy occurs in our key committees and boards that currently have no representation, we will seek to appoint a suitably qualified
Indigenous representative. When no suitably qualified individual is available, the University will seek opportunities to develop a nominated
Indigenous representative to build future capability and representation.
2010 Action
Responsibility in consultation with the
Ngunnawal Centre
Measured Target
1.1 Indigenous Selection Panels - Increase
representation on selection panels for the
recruitment of Indigenous staff.
Human Resources Recruitment, Selection
Panel Chair and Indigenous Employment
Strategy Consultative Committee
Ideally at least 50% Indigenous Committee
Members on every board relating to
Indigenous employment.
1.2 Academic Board – A position for
Indigenous staff members be created.
The Academic Board Chair and Board
Members
1 Indigenous staff member to be offered
support and professional development should
they wish to progress their engagement on
the Board. Enhance the capacity of
Indigenous participants through engagement.
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2. Recruitment and Development Policies and Procedures
It is important to ensure that all policies and procedures relating to recruitment and development at the University of Canberra have no direct or
indirect negative implications for Indigenous current or potential staff. As policies and procedures are reviewed in the normal course of
business, each policy and procedure should be assessed for potential improvements relating to cultural sensitivity to Indigenous Australians.
2010 Action
Responsibility in consultation with
the Ngunnawal Centre
Measured Target
2.1 Recruitment Policy Review – As part of the
review of the Recruitment Policy, consult with an
appropriate Indigenous representative or expert in
Indigenous recruitment best practice to ensure we are
fair and culturally sensitive in our recruitment policy
and procedures.
Human Resources representative
Consult with Indigenous experts prior to
submitting the policy for approval by the
University Board.
2.2 Recruitment Forms – As part of the introduction
of e-Recruitment and the review of the Recruitment
Policy, assess each recruitment form for opportunities
to improve our rates of Indigenous applications,
appointments and tracking of this information. The
forms should where possible remind managers to
make available opportunities to employ a diversity of
staff.
Human Resources representative
All recruitment forms reviewed and where
appropriate updated by the end of 2010.
2.3 Recruitment - External Job Emails and Job
Advertisement - Indigenous Appeal– Review
recruitment emails to improve the wording to
encourage more Indigenous applicants to apply for
externally advertised roles. Promote existing
professional benefits to potential applicants, including:
Academic professional development and Outside
Studies Program.
Human Resources representative
Recruitment emails and external
advertisements reviewed and where
appropriate updated by the end of 2010.
Inform Recruiting staff of Indigenous Media where
staff advertisements can be placed.
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2.4 Recruitment - External Job Emails and Job
Advertisement - Indigenous Networks - Investigate
ways of targeting Indigenous job seekers through
alternate media, job sites or networks.
Human Resources representative
Recruitment strategy and targeted media
reviewed to improve our exposure and appeal
to Indigenous job seekers.
2.5 Recruitment – Communication – a. Develop
and disseminate information to external agencies, in
particular Aboriginal and Torres Strait Islander
community organisations and governmental
departments and agencies, explaining the Indigenous
Employment Strategy as it relates to them.
b. Capitalise on other opportunities to interact with the
local Indigenous Community to promote an
understanding of the objectives and actions of the
Indigenous Employment Strategy.
Human Resources Recruitment and
Indigenous Employment Strategy
Consultative Committee
Information created and disseminated within 3
months of this Employment Strategy being
approved.
2.6 Develop attraction and retention strategies –
Develop strategies to promote and encourage
recruitment of Aboriginal and Torres Strait Islander
people to academic, general and other positions at
the University including: ·
• Work Integrated Learning, which might include
traineeships, work placements and
cadetships;scholarships; ·
• In service training, including management training;
·
• Job rotation/exchange programs both internally
and with community partners
Human Resources Recruitment and
Indigenous Employment Strategy
Consultative Committee
Strategy created for 2011 Strategic Initiative
Funding Bids.
2.7 Selection Panel Cross Cultural Awareness Include cross-cultural learning or training for nonAboriginal and Torres Strait Islander members of
selection panels in selection techniques training
programs.
Human Resources representative –
Organisational Development
Include specific information on recruiting
Indigenous staff in the UC Recruitment &
Selection e-learning course on the intranet.
Consultations with the local Indigenous
Community relating to this Employment
Strategy.
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3. Recruitment and Development Practices
It is important to ensure that all practices relating to recruitment and development at the University of Canberra have no direct or indirect
negative implications for Indigenous current or potential staff. Practices relating to recruitment and development at the University should create
a positive culture, welcoming of diversity.
2010 Action
Responsibility in consultation with
the Ngunnawal Centre
Measured Target
3.1 Potential Indigenous job clusters and role
flexibility – The Indigenous Employment Committee
will undertake an audit to identify potential target
areas to create clusters of Indigenous employment
and a level of flexibility to meet different work, study
and family situations.
Indigenous Employment Committee
a. An audit conducted and recommendations
made that identify potential employment
clusters for Indigenous staff.
3.2 Respect for Traditional Custodians – As
courses and learning resources are developed,
respect for Australia’s traditional Custodians of the
Land will be demonstrated as appropriate.
Human Resources representative –
Organisational Development
b. 5 staff employed into identified Indigenous
roles in 2010.
a. Welcome to Country from Ngunnawal
Elder included on on-line Induction
program
b. Acknowledgement of Traditional
Custodians will be the opening to the Face
to Face Induction sessions.
Indigenous Custodians of the Land will be invited to
provide guidance in the development and
implementation of courses and resources where
appropriate.
3.3 Learning and Development Resources Improved inclusion and sensitivity to Indigenous
culture articulated in learning and development
resources.
Human Resources representative –
Organisational Development
Include specific information on recruiting
Indigenous staff in the UC Recruitment &
Selection e-learning course on the intranet.
3.4 Performance Development and Review - As
part of the University’s Performance Development
and Review (PDR) Program, ensure supervisors
conduct annual career development interviews with
Aboriginal and Torres Strait Islander employees to
assist them in identifying and addressing their training
and promotion needs
Human Resources representative –
University Managers and Supervisors
Included as part of University wide
compliance to PDR Policy
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Possible 2011 Action – Dependant on funding
3.4 Synergies with other local employers - Develop relationships with other employers that will facilitate employment and training
opportunities for local Aboriginal people and Torres Strait Islander people. (For example: joint positions, cross-institutional career
progression and transition programs, joint training programs).
3.5 Sessional and Casual Employment - Promote sessional and casual employment opportunities at the University to the local Aboriginal
and Torres Strait Islander community
3.6 Application Training - Through negotiations with accredited training providers, identify relevant courses to help Aboriginal and Torres
Strait Islander people apply for positions at the University, e.g. job application training
3.7 Skills Audit - Undertake a skills analysis of existing Aboriginal and Torres Strait Islander employees to identify any skills gaps in
relation to the jobs they currently hold;
3.8 Indigenous Induction - Provide induction to newly recruited Aboriginal and Torres Strait Islander employees introducing them to
employment at the University and recognising the cultural differences between the Institution and Indigenous Australia.
3.9 Training Programs - Ensure that both on- and off-the-job training is available to Aboriginal and Torres Strait Islander employees
through programs such as job-sharing, job rotation or exchanges, secondments, staff training courses, and TAFE and university level
courses; and provide specific training as necessary;
3.10 Readiness for Promotion Programs - Support Aboriginal and Torres Strait Islander employees through access to “readiness for
promotion” programs.
3.11 Study Assistance - Support Indigenous staff in undertaking undergraduate and postgraduate studies.
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4. Supporting and Assisting in the Workplace
Once staff have joined the University it is important to retain them. Sensitivity to the unique needs of Indigenous Australians will assist them in
balancing their community and work responsibilities.
2010 Action
Responsibility in consultation with the Measured Target
Ngunnawal Centre
4.1 Current supporting resources – The
Indigenous Employment Committee will undertake
an audit to identify current support resources and
mechanisms for Indigenous staff within the
University.
Indigenous Employment Committee
An audit conducted to record all current
support resources and mechanisms within the
university. To include policies, practices,
support and development roles.
4.2 Increase awareness of support – The results
of the support audit will be communicated to all UC
employees including Indigenous staff to ensure
they, their managers and peers know the types of
support available and how to access that support.
Indigenous Employment Committee &
Human Resources
An email to be sent to all staff communicating
support resources after the audit is completed
and then six months later.
4.3 Utilise Existing Resources - Utilise the
University’s Ngunnawal Centre as a source of
support for Aboriginal and Torres Strait Islander
staff employed across the University
Human Resources, the Ngunnawal
Centre
Ngunnawal Centre reporting
4.4 Monitor support - The University’s Human
Resources Unit/the Ngunnawal Centre will
encourage any Aboriginal and Torres Strait
Islander employee leaving the employment of the
University to participate in an exit interview with a
senior staff member of choice from either the Unit
or Centre. The purpose of these interviews will be
to understand reasons for separation and to take
remedial action if required.
Human Resources, the Ngunnawal
Centre
Completion rates of Cessation of Employment
Surveys (Exit Surveys)
Where the resource is ongoing it is to be
documented on the UC intranet within 6
weeks of the audit.
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Possible 2011 Action – Dependant on funding
4.5 Mentoring - Develop a mentoring or buddy program for Aboriginal and Torres Strait Islander employees, in particular newly recruited staff;
4.6 Networking - Encourage regular network meetings between non-Aboriginal and Torres Strait Islander staff on campus and with tertiary and
educational networks across the region;
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5. Co-ordination with other Indigenous Initiatives at UC
To ensure we maximise our opportunities to recruit, retain and develop Indigenous staff it is essential that we capitalise on other initiatives at
the University of Canberra that are seeking to meet Strategy 1 – Steps 1&2 and those initiatives that are seeking to close the gaps between
Indigenous and non-Indigenous Australians.
2010 Action
Responsibility in consultation with the Measured Target
Ngunnawal Centre
5.1 Cross Cultural Learning – Co-ordinate with
other University projects (i.e. Transnational
Education Initiatives) and consolidate University
resources to create a cross cultural learning
resource for staff and students.
Human Resources representative to coordinate
The creation of a cross cultural learning
resource for the use of students and staff.
5.2 Consultative Forums - Participate in existing
consultative forums on the promotion of
employment opportunities for local Aboriginal
people and Torres Strait Islander
Indigenous Employment Committee
Representative
Representation on other consultative forums.
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6. Understanding the Current Situation
To ensure we utilise our resources to gain the maximum improvement in our recruitment, retention and development of Indigenous staff it is
essential we understand the current situation.
2010 Action
Responsibility in consultation with the Measured Target
Ngunnawal Centre
6.1 Develop improved ways of capturing and
tracking information – Incorporate into the eRecruitment review of processes, policies and
practices better ways of capturing and tracking
data related to Indigenous employment, retention
and development.
Human Resources
Incorporate tracking mechanisms in all stages
of recruitment and selection process.
Incorporate tracking in surveys (where
appropriate), including Staff Cessation of
Employment Surveys.
7. Plan approval protocols
This plan has been endorsed by the following University of Canberra representatives.
Name
Title
Tom Calma
University Council Member
Wendy Brady
Director, Ngunnawal Centre
Stephen Parker
Vice-Chancellor
Carole Kayrooz
Deputy Vice-Chancellor Education
Sue Thomas
Director, Human Resources
Date
v16.06.10
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