Aboriginal and Torres Strait Islander workforce strategy 2012-16

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Part 1

Background

State Library of Queensland (SLQ) recognises the important contribution Aboriginal and Torres Strait Islander employees make by bringing their unique skills, knowledge and experience to the workplace. They also contribute important insight into how SLQ can provide for and engage with Indigenous clients and communities more effectively. The Aboriginal and Torres Strait Islander Workforce Strategy 2012–2016 outlines SLQ’s commitment to leading and facilitating sustainable employment, training, retention and career development pathways for Aboriginal people and Torres Strait Islanders. The strategy is one of the initiatives outlined in the SLQ Strategic Workforce Plan 2012-2015 and is designed to improve diversity within SLQ’s workforce. It builds upon previous strategies (most recently, Our Place is Your Place — Aboriginal and Torres Strait Islander Employment and Training Strategy 2007–2010) and forms part of SLQ’s strategic commitments of ‘Keeping Culture Strong’ and ‘Develop our people and capability’.

Acknowledgement

The State Library of Queensland’s Aboriginal and Torres Strait Islander Workforce Strategy 2012–16 has been developed with significant assistance from a range of key stakeholders. Special thanks must go to the staff of State Library for their insight and input into developing the Workforce Strategy and accompanying actions and initiatives. Thank you also to the members of the State Library’s Indigenous Advisory Group who contributed to the development process and review of this Strategy.

Definition

The Aboriginal and Torres Strait Islander Workforce Strategy 2012–16 applies to: ‘people who are descendants of and/or identify themselves as Aboriginal and/or Torres Strait Islander, and as such are accepted by the community with which they are associated’. Throughout this document various phrases are interwoven to incorporate the definition and may include Aboriginal and Torres Strait Islander people, Indigenous people or Aboriginal people and Torres Strait Islanders.

Our commitment
SLQ is committed to promoting employment and development opportunities for Aboriginal and Torres Strait Islander people and improving services to our Indigenous client.

Our future workforce from SLQ’s Strategic Workforce Plan (2012–2015) SLQ’s future workforce must be:

  •  Flexible and talented — We will enhance opportunities for staff to develop their skills, resilience to change and reach their full potential.
  • Diverse and inclusive — We will create an inclusive workplace and demonstrate respect for all
  • Leading and engaged — We will foster a culture of engagement where staff are valued and empowered

Reconciliation principles

  • Strengthening relationships
  • Fostering respect
  • Increasing opportunities
  • Ensuring accountability

Government requirements

  • Queensland Government agreement under the Australian Employment Covenant to create 2800 Aboriginal and Torres Strait Islander employment opportunities by June 2013
  • COAG (Council of Australian Governments) agreement to reach 2.6% Aboriginal and Torres Strait representation across the public sector in Queensland by 2013
  • Consistent with the Queensland Government Reconciliation Action Plan 2009–2012, all Queensland Government agencies will implement Aboriginal and Torres Strait Islander employment action plans to target employment retention and career advancement of Aboriginal and Torres Strait Islander employees, in particular to middle and senior levels
  • Consistent with the Queensland Government Reconciliation Action Plan 2009–2012, all Queensland Government agencies to have cultural awareness and capabilities strategies in place for employee

Our key strengths

  • 3.8%  of our employees identify as an Aboriginal person and/or Torres Strait Islander, significantly exceeding the QPS average of 2.1% and target of 2.6% a
  • 5.9% representation in Executive and Senior Officer  roles b
  • 4.9% of our middle c  and senior d  managers identify as an Aboriginal person or Torres Strait Islander. 
  • SLQ has a long history of contribution from Aboriginal and Torres Strait Islander employees and fostering opportunities including traineeships, cadetships, interns, residences and informal mentoring and networking opportunities
  • According to the 2011 Staff Survey, Aboriginal and Torres Strait Islander staff rate their satisfaction with overall performance of the organisation higher than the whole staffing complement e

Our key challenges

  • 54% of our Aboriginal and Torres Strait Islander employees are classified AO1–AO4, compared to 49% of our non-Indigenous employees
  • There is inconsistent representation of Aboriginal and Torres Strait Islander employees across all SLQ functional areas and classification streams

a All workforce statistics reported for Aboriginal and Torres Strait Islander employees are based on self identification through the EEO Census form and/or Aurion.  

b Executive and Senior Officer roles are CEO, SES, SO1 and SO2 positions b 

c Middle managers are classified as being AO6, AO7 and AO8 positions or equivalent in the PO and TO stream c 

d Senior managers are classified as being CEO, SES, SO1 and SO2 d 

e SLQ Staff Survey Results November 2011 — Weighted Performance Index – SLQ Overall 65.1%, Aboriginal and Torres Strait Islander staff 66.8%

Aim 1   Attract talented Aboriginal and Torres Strait Islander people to employment opportunities at SLQ
KPI :    Increase in representation within SLQ from current 3.8% to 5% by 2016
Actions

  • Set and review annual targets for Aboriginal and Torres Strait Islander representation Actions
  • Promote SLQ as an employer of Indigenous people and support Aboriginal and Torres Strait Islander job seekers to find and apply for employment opportunities with SLQ
  • Ensure SLQ’s recruitment and selection policies and processes align with government employment initiatives and policies
  • Create opportunities and experiences for new entrants to cultural organisations and related fields through an ‘Indigenous Internship’ program
  • Explore new recruitment approaches and the use of identified positions in areas that deliver services to Aboriginal and Torres Strait Islander clients

Aim 2  Retain talented Aboriginal and Torres Strait Islander employees
KPI  

  • Retention rates of Aboriginal and Torres Strait Islander employees will maintain parity with overall SLQ employee retention rates KPI
  • 100% of Aboriginal and Torres Strait Islander employees within SLQ have an established Personal Performance Plan

Actions

  • Increase awareness, understanding and appreciation of the unique cultural heritage of Aboriginal people and Torres Strait Islanders through a cultural capability and awareness program for all staff Actions
  • Recognise and strengthen existing staff support strategies (informal mentoring, peer support and networking)
  • Explore structured mentoring opportunities for Aboriginal and Torres Strait Islander employees
  • Review and strengthen current SLQ Induction and Orientation program to incorporate new Aboriginal and Torres Strait Islander content
  • Scope career pathways for Aboriginal and Torres Strait Islander employees within SLQ

Aim 3 Further develop the capability of Aboriginal and Torres Strait Islander employees

KPI

  • Commit to a senior Indigenous management position within SLQ KPI
  • Commit to representation of Aboriginal and Torres Strait Islander employees in middle and senior management roles at or above 5%

Actions

  • Support the provision of targeted career counselling and coaching interactions for Aboriginal and Torres Strait Islander employees Actions
  • Establish an annual ‘Indigenous Leadership Development Grant’ for SLQ staff
  • Expand current cross-precinct networking to incorporate a stronger professional development focus

Aim 4 Build a culture of engagement that values and respects cultural diversity in the workplace

KPI

  • 100% employee participation in SLQ cultural capability and awareness program
  • Ongoing improvements in the satisfaction level of Aboriginal and Torres Strait Islander employees with SLQ culture f

Actions

  • Demonstrated commitment from executive and senior managers to the Workforce Strategy and the Reconciliation Action Plan Actions
  • Promote and celebrate cultural occasions significant to Aboriginal people and Torres Strait Islanders
  • Encourage and enable SLQ staff participation in culturally significant events and celebrations
  • Continue to share the stories of our Aboriginal and Torres Strait Islander employees

f Measured through SLQ Staff Survey Question ‘SLQ has a constructive culture that enables you to perform at your best’ — November 2011 result for Aboriginal and Torres Strait Islander staff was 3.84

Part 2 Implementation Plan 2012-2016

Aim 1  Attract talented Aboriginal and Torres Strait Islander people to employment opportunities at SLQ

KPI      Increase in representation within SLQ from current 3.8% to 5% by 2016  

Action
2012–13
2013–14
2014–15
2015–2016
Set and review representation targets
Set representation targets for SLQ – reviewed annually  (P&P)
Monitor progress to representation target (P&P)
Monitor progress to representation target (P&P)
Monitor progress to representation target of 5% (P&P)
Promote SLQ as an employer and support job seekers to find and apply for employment opportunities at SLQ
Improve job information for Aboriginal and Torres Strait Islander job seekers — dedicated page on SLQ website, information brochure (HRC, Comms)
Update page on SLQ website to include images and profiles of our Indigenous employees (P&P, Comms)

Establish relationship with an educational establishment or Indigenous employment support provider  (P&P, HRC)
Explore opportunities to participate in community based events and careers expos to promote SLQ as an employer (P&P)
Align recruitment and selection policies and processes
Review and update the SLQ Recruitment and Selection manual to reflect Directive No. 5/11(Amendment to the Recruitment and Selection Directive 1/10) (HRC, CAA)
Conduct information session for recruiting managers re attracting & recruiting Aboriginal and Torres Strait Islander employees  (CAA)
Ongoing support for SLQ managers in attracting and recruiting Aboriginal and Torres Strait Islander employees (HRC, CAA)
Ongoing
Indigenous Internship Program
Scope an ‘Indigenous Internship’ program for Aboriginal people and Torres Strait Islanders  (P&P)  Explore external funding sources for future opportunities  (QLF)

Design and pilot ‘Indigenous Internship’ program (P&P)

Secure external funding sources for future opportunities (QLF) 

Implement ‘Indigenous Internship’ program (P&P)
Ongoing and review
Explore new recruitment approaches
Register SLQ for Agency Access to the Project 2800 database and advise managers of this as a recruitment source  (HRC)   Establish an Identified Positions register and regular review of SLQ vacancies to assess if role should be identified  (HRC, P&P)

Ongoing use of Project 2800 database for filling vacancies (HRC)

Regular review of Identified positions register  (HRC, P&P)

Ongoing
Ongoing

Aim 2    Retain talented Aboriginal and Torres Strait Islander employees

KPI        Retention rates of Aboriginal and Torres Strait Islander employees will maintain parity with overall SLQ employee retention rates. 100% of Aboriginal and Torres Strait Islander employees within SLQ have an established Personal Performance Plan.  

Actions
2012-13
2013-14
2014-15
2015-16
Cultural Awareness Program
Develop and deliver a ‘cultural capability and awareness’ program for all SLQ staff (P&P, RAPWG)
Ongoing delivery of ‘cultural capability and awareness’ program for all SLQ staff (P&P, RAPWG)
Ongoing delivery — plus add module that builds the ‘cultural competence’ of SLQ team leaders and managers in managing Aboriginal and Torres Strait Islander staff (P&P, RAPWG)
Provide needs-based ‘cultural capability and awareness’ learning opportunities throughout SLQ (P&P)
Peer Support
Recognise existing staff support strategies (informal mentoring, peer support and networking)  (P&P, HRC)
Strengthen existing staff support strategies (P&P, HRC)
Review existing Workplace Buddy program — as a foundation of a peer support program for Indigenous employees. (HRC)
Design and pilot Peer Support program for staff (P&P)
Mentoring Opportunities
Assess and understand current informal mentoring arrangements (P&P)
Explore the need for structured mentoring opportunities for Aboriginal and Torres Strait Islander staff (P&P)
Establish structured mentoring opportunities for Aboriginal and Torres Strait Islander staff focused on capability and career development (P&P)
Ongoing
Induction Program
Review and strengthen current SLQ Induction and Orientation program to incorporate new Aboriginal and Torres Strait Islander content (strategies, protocols, branches, IKCs, RAP, cultural awareness program, cultural leave, Project 2800 etc)  (HRC)
Ongoing
Ongoing
Ongoing
Career Path Planning
Create an accountability measure to ensure that all Aboriginal and Torres Strait Islander staff have established and reviewed Personal Performance Plans (PPPs).  (HRC)
Conduct individual career pathway planning sessions with all Aboriginal and Torres Strait Islander staff. (HRC)
Ongoing
Review
 

Aim 3 Further develop the capability of Aboriginal and Torres Strait Islander employees

KPI Commit to a senior Indigenous management position within SLQ Commit to representation of Aboriginal and Torres Strait Islander employees in middle and senior management levels at or above 5%.  

Actions
2012-13
2013-14
2014-15
2015-16
Career Counselling
Explore the provision of targeted career counselling and coaching opportunities for Aboriginal and Torres Strait Islander staff  (P&P)
Pilot career counselling opportunities with 1–2 staff members (P&P)
Establish career counselling and coaching program (P&P)
Ongoing
Support the Development of Leadership Capability
Scope the introduction of an annual ‘Indigenous Leadership Development Grant’ opportunity for SLQ staff (P&P)

Year 1 of Pilot - Indigenous staff 

Open to all non- Indigenous SLQ staff to undertake a project or professional development opportunity with an Indigenous focus (P&P) Open to Aboriginal and Torres Strait Islander SLQ staff to complete a project, further study or pursue a professional development opportunity (P&P) Explore external funding sources  (QLF) 

Year 1 of Pilot - Non-Indigenous staff 

Open to all non- Indigenous SLQ staff to undertake a project or professional development opportunity with an Indigenous focus (P&P)
 

Implement annual ‘Indigenous Leadership Development Grant’ opportunity for Indigenous and non-Indigenous staff
Cross-Precinct Networking
Support and recognise cross-precinct networking events (P&P)

Expand cross-precinct networking events to incorporate a stronger professional development focus (P&P)
Ongoing
Ongoing

Aim 4 Build a culture of engagement that values and respects cultural diversity in the workplace

KPI 100% employee participation in SLQ cultural capability and awareness program  

Ongoing improvements in the satisfaction level of Aboriginal and Torres Strait Islander employees with SLQ culture g  

Actions
2012-13
2013-14
2014-15
2015-16
Executive and senior management commitment
Secure executive and senior manager commitment to the Aboriginal and Torres Strait Islander Workforce Strategy and RAP  (SMT)
Ongoing
Ongoing
Ongoing
Celebrate occasions of cultural significance
Promote and celebrate cultural occasions significant to Aboriginal people and Torres Strait Islanders  (RAPWG)
Host a ‘Thank You’ event for members of the wider Aboriginal and Torres Strait Islander community who have contributed to or volunteered at SLQ (Coordinated by P&P, Hosted on rotation by all SLQ units)
Ongoing
Ongoing
Participation
Encourage and enable SLQ staff participation in culturally significant events and celebrations  (SMT) 

Explore the establishment of more formal support for cultural leave for Aboriginal and Torres Strait Islander staff to enable participation in a cultural event of significance (RAPWG, HRC) Provide clarity around cultural leave entitlements  (HRC)
Explore sharing organising responsibility for NAIDOC and other culturally significant events across the branches and units of SLQ (RAPWG)
Ongoing
Share stories
Share the stories of our Aboriginal and Torres Strait Islander employees (InTouch, Staff stories on SLiQnet, Staff Briefngs, profles on SLQ website)  (P&P)
Ongoing
Ongoing
Ongoing

g Measured through SLQ Staff Survey Question ‘SLQ has a constructive culture that enables you to perform at your best’ – November 2011 result for Aboriginal and Torres Strait Islander staff was 3.84  

 

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