Aboriginal and Torres Strait Islander Recruitment and Retention Strategy 2006-2009

Foreword

The FaHCSIA Aboriginal and Torres Strait Islander Recruitment and Retention Strategy will improve the attraction, recruitment and retention outcomes for FaHCSIA of suitably skilled, motivated and committed Aboriginal and Torres Strait Islander peoples, and support FaHCSIA in maintaining the highest professional standards and values in serving the Government and working in partnership with others.

The Australian Government announced the APS Employment and Capability Strategy for Aboriginal and Torres Strait Islander Employees in August 2005. The strategy was developed in response to challenges arising from emerging demographic and social trends, and the new arrangements for the administration of Indigenous affairs.

The initiatives that will be implemented under the APS strategy will address the following five elements:

supporting whole-of-government by building public sector capability to do Indigenous business
providing pathways to employment by removing barriers to the effective employment of Indigenous Australians
supporting employees by maximising their contribution to the workplace
supporting employers by helping them to align their Indigenous Employment Strategies with their workforce planning and capacity building; and
developing and strengthening cross-agency partnerships to support working together to promote Indigenous employment.

FaHCSIA's Aboriginal and Torres Strait Islander Recruitment and Retention Strategy will seek to leverage off the APS initiatives and align with FaHCSIA's Strategic Framework to:

recruit highly skilled, motivated and committed people through merit based recruitment practices to develop the workforce FaHCSIA needs;
use career development and capability building options to 'grow' highly effective people and demonstrate how much we value them;
create a supportive and flexible working environment through effective people management, leadership and innovative employment conditions; and
enhance Indigenous cultural understanding of all FaHCSIA staff, including an appreciation of the significant roles that involve engaging and negotiating effectively with Indigenous people and their communities.

The Strategy will guide us over the next three years, supporting our Priority Business Results through securing the right people with the right skill-set for the right job in the right location. The Strategy will attract, recruit and retain Aboriginal and Torres Strait Islander employees who uphold and demonstrate the FaHCSIA Values and Leadership Behaviours.

By embracing the Strategy, FaHCSIA's leaders will make a real contribution to developing the workforce the department needs to deliver on our commitments and pursue our focus on helping to build the capacity and wellbeing of individuals, families and communities.

Glossary

For the purposes of this Strategy:
APSC refers to the Australian Public Service Commission. For more information refer to www.apsc.gov.au

Compass Program refers to one of FaHCSIA's entry-level recruitment options. For more information refer to http://www.fahcsia.gov.au/internet/facsinternet.nsf/aboutfacs/career-compass_graduate.htm

EMG refers to FaHCSIA's Executive Management Group.

IAPSEN refers to the APSC's Indigenous Australian Public Service Employee Network. For more information refer to http://www.apsc.gov.au/networks/index.html

Identified Criteria refers to specific criteria, which help selection panels to choose the right person for the job - they are selection criteria that address the skills, knowledge and attributes required to perform the duties of the position. The key requirements of the criteria are:

an understanding of the issues affecting Aboriginal and/or Torres Strait Islander people; and
an ability to communicate sensitively and effectively with Aboriginal and/or Torres Strait Islander people

For more information refer to http://www.apsc.gov.au/circulars/circular061.htm

Indigenous refers to Australia's Aboriginal and Torres Strait Islander peoples.

IR&RT refers to the Indigenous Recruitment and Retention Team, which is located within the People Branch of FaHCSIA's National Office.

MASS refers to the Manager Advisory and Support Section which is located within People Branch of FaHCSIA's National Office

OIPC refers to the Office of Indigenous Policy Coordination within FaHCSIA

RAPS refers to the Recognise and Appreciate People Scheme.

SES refers to the Senior Executive Service

Special Measures provisions enable non-SES employment opportunities to be advertised as restricted to Aboriginal and/or Torres Strait Islander applicants. Under this policy FaHCSIA will use Special Measures for entry-level recruitment such as Cadets, Trainees and Graduates. For more information refer to http://www.apsc.gov.au/circulars/circular061.htm

TAMS refers to Training Application Management System.

Introduction

Background

The employment of Aboriginal and Torres Strait Islander peoples within the Australian Public Service provides an important contribution to achieving Government policy development, service delivery, employment and equity outcomes.

Prior to 1 July 2004 Aboriginal and Torres Strait Islander people made up 1.2% of all FaCS staff. Following machinery of government changes resulting in the transfer of former ATSIS staff in July 2004 and the combining of the Office of Indigenous Policy Coordination with FaCS to create the new FaHCSIA in May 2006, Aboriginal and Torres Strait Islander staff now comprise 9.03% of all staff in the department.

The 2003-04 State of the Service Report found that a trend of declining recruitment levels and falling retention rates for Aboriginal and Torres Strait Islander employment was emerging. The Report identified this as a critical business challenge facing the APS because it reduced agencies' capacity to draw on the perspectives and abilities of a diverse workforce reflecting the needs and views of the whole Australian community.

The 2004-05 State of the Service Report indicates a decline in APS employment for Aboriginal and Torres Strait Islander peoples from 2.4% in 2004 to 2.2% in 2005. The number of ongoing Aboriginal and Torres Strait Islander APS employees fell by 6% in 2005.

It is pleasing to note that 57 Aboriginals and Torres Strait Islanders were recruited to FaHCSIA (FaCS and OIPC) during 2005-06 however; disappointingly 26.52% of our Indigenous employees also left the department during that same period.

Purpose

The Strategy focuses on attracting highly skilled and motivated Aboriginal and Torres Strait Islander employees to FaHCSIA, developing them so that they have both broad-based and specialised skills that will equip them to contribute to the department's business objectives and retaining them by providing them with a supportive work environment.

The Strategy will operate from 9 August 2006 until 30 June 2009 and will be reviewed regularly to ensure that its objectives and initiatives are on target and aligned with current public sector environments. The Strategy is intended to be a living document, allowing new ideas, initiatives and innovations to be brought forward.

Strategic Priorities

The Strategy has a comprehensive list of initiatives, including an indicative timetable for consideration. Following consultation with Indigenous staff the initiatives will be prioritised by the People Committee and aligned to changes in business needs. The detail of each initiative will be progressively developed within allocated resources, according to these priorities and needs. The intention of the Strategy is to implement initiatives in a staged manner over the life of the Strategy.

Attract and Recruit

Promote FaHCSIA as an employer of choice for Aboriginal and Torres Strait Islander peoples

Aim	Initiatives	Performance Indicators	When	Responsibility of	Review & Evaluate
1 As part of FaHCSIA's workforce planning, attract Aboriginal and Torres Strait Islander peoples to FaHCSIA as a preferred employer	1.1 Integrate initiatives of the Strategy 2006-2009 into workforce planning guidelines	Integrated into workforce plans	Annually, commencing in 2006	Workforce Strategies Section, People Branch	Prior to the beginning of each workforce planning cycle
2 Attract highly skilled, motivated and committed Aboriginal and Torres Strait Islander peoples to FaHCSIA	2.1 Establish a work experience program for Aboriginal and Torres Strait Islander TAFE and college/high school students 2.2 Conduct regular visits to schools/colleges/universities with high percentages of Aboriginal and Torres Strait Islander students to promote opportunities within FaHCSIA in conjunction with other APSC sponsored activities where possible	Work experience opportunities offered to a minimum of 3 Aboriginal and Torres Strait Islander peoples each year of the Strategy	Annually, commencing in 2006	IR&RT, People Branch Recruitment Team, People Branch All FaHCSIA Business Areas All FaHCSIA Managers	Progressively and at the end of each placement
	2.3 Develop a marketing strategy to promote career opportunities in FaHCSIA for Aboriginal and Torres Strait Islander peoples	Marketing Strategy developed and implemented including protocols for advertising of FaHCSIA positions	In 2007	Recruitment Team, People Branch Communications Branch	In 2007
	2.4 Engage the APS Special Measures provisions to recruit Aboriginals and Torres Strait Islanders to entry level positions such as Cadets, Trainees and Graduates	Measures are being applied appropriately	In 2007	All FaHCSIA Managers Recruitment Team, People Branch All FaHCSIA Business Areas Note: the Secretary's sign off is required in the use of Special Measures	Quarterly
	2.5 Engage Identified Criteria across FaHCSIA where suited to business needs	Measures are being applied appropriately to meet the business needs		All FaHCSIA Managers Recruitment Team, People Branch All FaHCSIA Business Areas
	2.6 Conduct Aboriginal and Torres Strait Islander specific information sessions for those interested in working for FaHCSIA	1 in Canberra 2006 2 in Canberra 2007 1 in each State/Territory over the life of the Strategy	In 2006 and for the life of the Strategy	IR&RT, People Branch Recruitment Team, People Branch Communications Branch All FaHCSIA Business Areas	In 2006
	2.7 Develop a FaHCSIA Aboriginal and Torres Strait Islander recruitment package to assist applicants 2.8 Develop a FaHCSIA Aboriginal and Torres Strait Islander recruitment package to assist managers 2.9 Model APSC recruitment measures in FaHCSIA in the first year of the Strategy and modify as necessary for future years	Completed, and marketed product Managers and staff know how to apply/recruit Managers and staff demonstrate knowledge of practices Measures are included in recruitment policies and programs	In 2007 In 2007 In 2007 In 2007	Communications Branch Recruitment Team, People Branch MASS, People Branch Recruitment Team, People Branch All FaHCSIA Managers and staff	At the end of 2007 At the end of 2007 At the end of 2007 At the end of 2007
	2.10 Provide support and advice to managers	Engagement with managers on Aboriginal and Torres Strait Islander recruitment, retention and development	In 2006	Recruitment Team, People Branch MASS, People Branch Capability Section, People Branch	In 2007
	2.11 Update FaHCSIA internet and intranet pages to make Aboriginal and Torres Strait Islander recruitment and retention prominent	New FaHCSIA web pages	In 2006	Communications Branch IR&RT, People Branch	Regularly as the Strategy is implemented
3 As part of FaHCSIA's workforce planning increase the numbers of motivated and committed Aboriginal and Torres Strait Islander applicants and employees	3.1 Increase number of Aboriginal and Torres Strait Islander graduates, trainees and cadets 3.2 Develop and implement cadetship and scholarship programs for internal Aboriginal and Torres Strait Islander staff	Increase each employment category by a minimum of 3 per year for the life of the Strategy	In 2007 and for the life of Strategy	Compass Team, People Branch APSC as a partner All FaHCSIA Managers	At the end of each intake and program
	3.3 Review and update current entry-level recruitment strategies	Increased employment of Aboriginal and Torres Strait Islander staff at entry�"level in FaHCSIA Meeting departmental demand for Aboriginal and Torres Strait Islander peoples for access to entry-level positions	In 2006 and for the life of Strategy�	Recruitment Team, People Branch Compass Team, People Branch APSC as a partner	Over the life of the Strategy
	3.4 Mailbox for Aboriginal and Torres Strait Islander recruitment and retention related issues	Mailbox live and used	In 2006	Communications Branch IR&RT, People Branch	Over the life of the Strategy
	3.5 Train Aboriginal and Torres Strait Islander staff in Selection Advisory Committee practices and processes to promote career development	A minimum of two courses in Canberra and one in each State and Territory over the life of the Strategy Participation of Aboriginal and Torres Strait Islander staff in training courses	In 2007 and for the life of the Strategy�	Capability Section, People Branch APSC	After each course
4 Create an Aboriginal and Torres Strait Islander friendly workplace	4.1 Establish a FaHCSIA Aboriginal and Torres Strait staff email network for information transfer	Use of the network by Aboriginal and Torres Strait staff	In 2006 and for the life of the Strategy	IR&RT, People Branch Diversity Team, People Branch Workforce Strategies Section, People Branch
	4.2 Refine FaHCSIA recruitment strategies to better attract Aboriginal and Torres Strait staff	Alternatives proposed, agreed and implemented	In 2007	APSC Recruitment Team, People Branch All FaHCSIA Business Areas	In 2008
	4.3 Establish an employment register for Aboriginal and Torres Strait Islander peoples	Register accessed and positions offered and accepted	In 2006	People Branch All FaHCSIA Business Areas	Over the life of the Strategy
	4.4 Maintain FaHCSIA as an ongoing key player in the APSC Aboriginal and Torres Strait Islander Employment Project	Be a valued contributor to the Project	For the life of the Strategy	IR&RT, People Branch APSC	Over the life of the Strategy

Retain

To keep suitably skilled, motivated and committed Aboriginal and Torres Strait Islander staff through the use of career development and capability building options.

Aim	Initiatives	Performance Indicators	When	Responsibility of	Review & Evaluate
5 Develop, support and promote motivated and committed Aboriginal and Torres Strait Islander staff	5.1 Maintain and promote Aboriginal and Torres Strait Islander staff networks across FaHCSIA and the APS	Engagement by Aboriginal and Torres Strait Islander staff in networks across FaHCSIA and the APS	In 2006 and for the life of the Strategy	IR&RT, People Branch FaHCSIA Aboriginal and Torres Strait Islander Officer Network	Over the life of the Strategy
	5.2 Engage with all FaHCSIA managers and their staff to ensure suitable support is provided to Aboriginal and Torres Strait Islander staff	Regular involvement in FaHCSIA management/HR meetings	In 2007	All FaHCSIA Managers IR&RT, People Branch MASS, People Branch	Over the life of the Strategy
	5.3 Recognition that participation in the FaHCSIA Aboriginal and Torres Strait Islander Officers' Network is a valid part of FaHCSIA business	Level of positive responses regarding release to attendParticipation rates	In 2006	IR&RT, People Branch All FaHCSIA Business Areas	In 2007
	5.4 Develop and implement the Undergraduate Study Award Program for FaHCSIA Aboriginal and Torres Strait Islander staff	Offer minimum of 4 awards per year 2 for National Office and 2 for State and Territory staff	In 2006	People Branch All FaHCSIA Business Areas Aboriginal and Torres Strait Islander staff	In 2007
	5.5 Support and promote study assistance and scholarship programs	Promote university and TAFE scholarships to staff Aboriginal and Torres Strait Islander staff participate	In 2006	IR&RT, People Branch All FaHCSIA Managers Aboriginal and Torres Strait Islander staff	Over the life of the Strategy
6 Gather and analyse Aboriginal and Torres Strait Islander retention and separation data	6.1 Use data to support mechanisms (eg. EAP, Performance Coaching) where necessary	Survey data gathered and analysed: emerging trends monitored; reasons for separation documented and reported against	In 2007	IR&RT, People Branch All FaHCSIA Managers Aboriginal and Torres Strait Islander staff	Quarterly
	6.2 Monitor and report on workplace data and in particular recruitment and retention rates	Reports produced and analysed and reported to the People Committee	For the life of the Strategy	Workforce Strategies Section, People Branch People Committee	Quarterly
7 Maintain a valued Aboriginal and Torres Strait Islander workforce	7.1 Survey medium and long term serving Aboriginal and Torres Strait Islander staff to identify patterns of retention 7.2 Formally recognise medium and long term serving FaHCSIA Aboriginal and Torres Strait Islander staff	Survey conducted and results collated and reported against Recognition program established and conducted	In 2007	All FaHCSIA Business Areas Workforce Strategies Section, People Branch Aboriginal and Torres Strait Islander staff	Annually
8 Ensure FaHCSIA managers are able to support and develop Aboriginal and Torres Strait Islander staff in the workplace	8.1 Develop a managers information package	Increased reporting of positive experiences with managers - captured through retention questionnaire	In 2007	IR&RT, People Branch Aboriginal and Torres Strait Islander staff All FaHCSIA Managers	12 months after implementation, then quarterly
	8.2 Provide capability development opportunities for FaHCSIA managers to help them work better with Aboriginal and Torres Strait Islander staff	Number of courses run Feedback from FaHCSIA Aboriginal and Torres Strait Islander and non-Aboriginal and Torres Strait Islander staff on the effectiveness of the development opportunities and the managers' information package	In 2008	Communications Branch MASS, People Branch IR&RT, People Branch Aboriginal and Torres Strait Islander staff All FaHCSIA Managers	Over the life of the Strategy
	8.3 Use of the mailbox for Managers concerns and ideas	Mailbox is used Number of successful outcomes	In 2006	IR&RT, People Branch All FaHCSIA Managers	In 2007
	8.5 Access APS Diversity Network and Indigenous HR Forum	Sharing information about the experiences and approaches of other APS agencies	For the life of the Strategy	IR&RT, People Branch	Over the life of the Strategy
9 Aboriginal and Torres Strait Islander participation in departmental committees, task forces and project groups	9.1 Facilitate and support the participation of Aboriginal and Torres Strait Islanders	Engagement and participation of Aboriginal and Torres Strait Islander Senior Managers	For the life of the Strategy	IR&RT, People Branch FaHCSIA Managers	Over the life of the Strategy
10 Retain suitably skilled, motivated and committed Aboriginal and Torres Strait Islander staff	10.1 Develop a package to assist current Aboriginal and Torres Strait Islander staff in internal recruitment and staffing exercises	Package available and level of use	In 2007	IR&RT, People Branch Communications Branch Recruitment Team, People Branch APSC as a partner Capability Section, People Branch	In 2007
	10.2 Lunch Box sessions with Minister, Secretary and Deputy Secretaries and Group Managers for Aboriginal and Torres Strait Islander staff	Number of sessions conducted	For the life of the Strategy	IR&RT, People Branch Communications Branch Minister Secretary Deputy Secretaries Group Managers	Evaluate after each session
11 Promote the IR&RT Strategy	11.1 Release quarterly updates on the outcomes and achievements of the Strategy to FaHCSIA staff	Updates provided	In 2006 and for the life of the Strategy	Communications Branch IR&RT, People Branch All FaHCSIA staff	In 2007

Development and Support

Aim	Initiatives	Performance Indicators	When	Responsibility of	Review & Evaluate
12 Increase the level of knowledge and understanding of Aboriginal and Torres Strait cultures and issues across all levels of FaHCSIA staff	12.1 Aboriginal and Torres Strait Islander Cross Cultural Sharing Program	Minimum of 3 courses offered to FaHCSIA SES over the life of the Strategy Number of courses conducted for all staff Course evaluation forms feedback No. of staff who attended	In 2007	All FaHCSIA Business Areas All FaHCSIA staff All FaHCSIA Managers Capability Section, People Branch	Over the life of the Strategy
	12.2 Design, develop and implement cultural awareness training/software onto the FaHCSIA intranet and e-learning capability development program	Aboriginal and Torres Strait Islander cultural understanding and sharing available via e-learning	In 2007	All FaHCSIA Business Areas All FaHCSIA staff All FaHCSIA Managers Capability Section, People Branch
	12.3 Maintain the Senior Indigenous Mentor position and role	Senior Indigenous Mentor in place	In 2006 and for the life of the Strategy	All FaHCSIA Managers	In 2009
	12.4 Establish an Aboriginal and Torres Strait Islander HR Advisor role	Aboriginal and Torres Strait Islander HR Advisor available	In 2006	People Branch	In 2009
	12.5 Include an Aboriginal and Torres Strait Islander cultural perspective in FaHCSIA learning and development initiatives	Number of programs with information built in	In 2006 and for the life of the Strategy	All FaHCSIA Business areas All FaHCSIA staff Compass Team, People Branch APSC as a partner Capability Section, People Branch	Quarterly
	12.6 Promote and partner with the APSC on its initiatives related to capability development, career development and leadership	Evidence of promotional activities Numbers of staff who take up the training A minimum of 3 Aboriginal and Torres Strait Islander staff on each of the programs offered	As opportunities become available	Capability Section, People Branch IPMS Team, People Branch All FaHCSIA Managers, Aboriginal and Torres Strait Islander staff IR&RT, People Branch APSC as a partner	Over the life of the Strategy
13 Encourage and promote FaHCSIA staff participation in Aboriginal and Torres Strait Islander celebrations and events	13.1 Establish an annual NAIDOC Week FaHCSIA Secretary's Award that recognises excellence in service delivery to Aboriginal and Torres Strait Islander peoples	Presentation of Awards	July of each year of the Strategy	Communications Branch All FaHCSIA Managers Aboriginal and Torres Strait Islander staff All FaHCSIA Staff Business Areas RAPS Team, People Branch	At the end of each set of NAIDOC events
	13.3 Promote and celebrate dates of importance 13.4 Promote the flexibilities to participate in culturally important events as per Clause 9.5-9.54 under the Certified Agreement	Annual IMPACT data on take up of Cultural Leave and NAIDOC Leave provisions Staff awareness raised	In 2007	Communications Branch All FaHCSIA staff IMPACT All FaHCSIA Managers	Over the life of the Strategy

Creating the right environment

Develop a supportive and flexible working environment through effective people management, leadership and innovative approaches to meeting people's needs.

Aim	Initiatives	Performance Indicators	When	Responsibility of	Review & Evaluate
14 Promote the use of flexible working conditions within FaHCSIA	14.1 Regular promotional articles	Number of articles InfoHRM + IMPACT reporting	In 2006 and for the life of the Strategy	Communications Branch IR&RT, People Branch	In 2007
	14.2 Create a guide on how to recruit, promote and retain Aboriginal and Torres Strait Islander peoples with the right skill-set for the right job in the right location	Final product is established and used	In 2008	People Branch APSC as a partner MASS, People Branch All FaHCSIA Managers	In 2009

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