Australian Aboriginal and Torres Strait Islander

Workforce Strategy 2015–2020

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ContentsMessage from the Vice Chancellor and President 2

Background and introduction 3 James Cook University (JCU) Statement of strategic intent 3 University plan (2013-2017) 3

Overarching principles 4

Domain 1: Increasing employment 5 Goal A – Attracting outstanding people 5 Goal B – Best practice recruitment and selection 5 Goal C – Growing our own 6 Goal D – Employer of choice 6

Domain 2: Culturally proficient organisation 8 Goal A – Training our people 8 Goal B – Promoting awareness and respect 8

Domain 3 – Growth and development 9 Goal A – Supporting continuous learning and development 9 Goal B: Facilitating networks that build supportive relationships and promote advancement 9

Domain 4: Accountability for outcomes 11 Goal A – Conduct rigorous reviews and be accountable and transparent in reporting our achievements 11

Glossary of terms 12

At James Cook University we acknowledge Australian Aboriginal and Torres Strait Islander peoples of this nation. We acknowledge the traditional custodians of the lands on which JCU campuses and study centres are located and where we conduct our business. We pay our respects to ancestors and Elders, past, present and future. JCU is committed to honouring Aboriginal and Torres Strait Islander peoples’ unique cultural and spiritual relationships to the land, waters and seas and their rich contribution to JCU and society.

Australian Aboriginal and Torres Strait IslanderWorkforce Strategy 2015–2020

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I am delighted to present our new Australian Aboriginal and Torres Strait Islander Workforce Strategy 2015 – 2020. JCU has continually strengthened its commitment to enhancing our relationship with Australian Aboriginal and Torres Strait Islander communities – most recently through our University’s first Reconciliation Action Plan; the progression of the Australian Aboriginal and Torres Strait Islander Strategic Action Plan. In addition, the Australian Aboriginal and Torres Strait Islander flags fly proudly at the front entrances of our campuses.

This Australian Aboriginal and Torres Strait Islander Workforce Strategy is focused in its ambitions and draws on best practice in other parts of the higher education sector and gives a real sense of purpose to our ambitions for a culturally diverse and welcoming environment for our staff. The Strategy has been developed in consultation

with a range of partners – most especially our existing Aboriginal and Torres Strait Islander colleagues.

A diverse workforce is critical to the pursuit of excellence in any organisation, but as an institution of higher learning we have a responsibility to harness the richness of Indigenous Knowledges and be genuinely reflective of the communities in which we serve. Increasing, retaining and developing our Australian Aboriginal and Torres Strait Islander staff is core to this responsibility and I am fully committed, with my senior management team, to the ambitions of this important work.

Professor Sandra Harding Vice Chancellor and President

Message from the Vice Chancellor and President

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The Australian Aboriginal and Torres Strait Islander Workforce Strategy has been developed in the context of James Cook University continually seeking to enhance its relationship with the Australian Aboriginal and Torres Strait Islander community. Both the JCU Statement of Strategic Intent and University Plan (2013-2017) (extracts below) express the University’s commitment to achieving genuine reconciliation with Australian Aboriginal and Torres Strait Islander peoples and, more specifically, calls for an increase in the employment, retention and development of Australian Aboriginal and Torres Strait Islander staff. The Statement of Strategic Intent and the University Plan both affirm the organisation’s commitment to creating a work environment that is culturally safe and that genuinely values diversity.

James Cook University (JCU) Statement of strategic intent

Diversity and reconciliation Embracing the diversity of the communities we serve in two countries, we work with them to create opportunities and enduring benefits for our region and beyond. Acknowledging the First Nation peoples of the world, their rich cultures and their knowledge of the natural environment, we pay particular respect to Australian Aboriginal and Torres Strait Islander peoples, the traditional custodians of the lands and waters of Australia. We are pledged to achieve genuine and sustainable reconciliation between the Australian Aboriginal and Torres Strait Islander peoples and the wider community.

University plan (2013-2017)

People and place We want JCU to be an employer of choice for staff and a university of choice for students. We are committed to building an environment that makes excellence possible, that promotes performance and productivity, values equity and diversity, and fosters community spirit and personal wellbeing. JCU will continue to build on its reputation for being socially responsive and, in particular, meeting the needs of people in rural, remote, Indigenous and tropical Australia. We are committed to excellence, equity, diversity and wellbeing for our students, staff and alumni who come from many backgrounds. We are inspired by our northern Queensland region, home to Australian Aboriginal and Torres Strait Islander peoples, and we recognise their special spiritual relationship with the land and sea. Our diversity is also strongly expressed and reflected through the Singapore campus. Collectively, the diverse tropical environments of our campuses enliven the University. JCU is committed to building a strong sense of community and belonging for its students, staff and alumni. In supporting the total student experience, we understand that learning does not only take place in the classroom, and that students’ time at university covers a broad range of experiences and engagement with the University community. These things collectively foster student success. We support and develop staff throughout the employment lifecycle, understanding that in doing so we are developing the leaders of the future.

Background and introduction

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Overarching principlesThe principles used in the development of this workforce strategy are:

• Actions and priorities are in alignment with University business• Clear lines of organisational responsibility• Accountability measures are clearly articulated• Timely and measurable actions• Strengths based approach rather than problem to be solved• Valuing diversity – cultural background (Australian Aboriginal, Torres Strait Islander), age, gender• Evidence based interventions• Sector best practice that exceed the standards set by Universities Australia National Indigenous

Higher Education Workforce Strategy 2011• Collaboration and partnerships essential for success

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Goal A – Attracting outstanding people

Strategies

1. Attendance and participation at Job and Careers Expos that specifically target Australian Aboriginal and Torres Strait Islander workforce participants.LEAD: Human Resources

2. Raise awareness and aspirations of JCU careers within the Australian Aboriginal and Torres Strait Islander community through role modeling and show casing staff within media, communications and marketing channels.LEAD: Media and Communication

3. Utilise existing Australian Aboriginal and Torres Strait Islander formal and informal networks to circulate employment opportunities.LEAD: Human Resources

Collaborators Accountability Measures

Internal• Media and Communications• Australian Aboriginal and Torres Strait Islander

Centre • Learning, Teaching and Student Engagement• Marketing• External Engagement Directorate• Australian Aboriginal and Torres Strait Islander Staff

External• State and Commonwealth Government

Agencies.• Education and Training Providers• Australian Aboriginal and Torres Strait Islander

Community Organisations

Participation at on-campus career-expo events and off-campus (in-community) events at targeted community events. Minimum of two on-campus and two in-community events each year.

Development of suite of targeted promotional material showcasing Academic and Professional Careers at JCU.

Minimum of two quarterly media features featuring both Academic and Professional/Technical staff

Fortnightly email updates of job vacancies circulated via internal and external networks

Goal B – Best practice recruitment and selection

Strategies

1. Establish a Diversity Talent Pool database which maintains a register of current order of merit and casual employment of potential Academic and Professional/Technical workforce participants. LEAD: Human Resources

2. Conduct an audit of recruitment policies and tools to maximize opportunity for Australian Aboriginal and Torres Strait Islander applicants to be successful.LEAD: Human Resources

3. Develop and implement Division/College Action plans with Management which outline support and .resources to assist in the employment, development and retention of Australian Aboriginal and Torres Strait Islander staff LEAD: Human Resources

4. Establish an Australian Aboriginal and Torres Strait Islander Employment Incentive Scheme LEAD: Office of the Senior Deputy Vice Chancellor

Collaborators Accountability Measures

Internal• Divisions and Colleges• Office of the SDVC • Australian Aboriginal and Torres Strait Islander

Centre

External• State and Commonwealth Government

Agencies• Employment and Training Providers

Diversity Talent Pool database established by December 2016

Audit and recommendations complete by December 2015

Development of Action Plans specific to the business needs of Divisions/Colleges by June 2016

Divisions/Colleges demonstrate progress towards Action Plan reported to senior management bi-annually

Incentive Scheme established December 2018 Minimum of 2 Incentive Scheme participants

2019 - 2020

Domain 1: Increasing employmentIntention: Increasing the number of Australian Aboriginal and Torres Strait Islander staff employed at JCU

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Goal C – Growing our own

Strategies

1. Develop and establish a professional/technical intern and graduate employment program. LEAD: Human Resources

2. Promote and support the uptake of cadetships and traineeship schemes within Divisions/Colleges to Australian Aboriginal and Torres Strait Islander students. LEAD: Human Resources

3. Develop and implement 5 year Plan to build Australian Aboriginal and Torres Strait Islander research capacity. LEAD: Graduate Research

Collaborators Accountability Measures

• Internal• Office of the SDVC• Australian Aboriginal and Torres Strait Islander

Centre• Australian Aboriginal and Torres Strait Islander

Student Association/s• Indigenous Research Working Group• Graduate Research • Divisions and Colleges• Division of Research and Innovation

• Graduate Research • The Cairns Institute• Australian Institute for Tropical Health and

Medicine.

External• State & Commonwealth Government

Agencies• Employment and Training Providers

Minimum of 3 interns each year commencing January 2016

Minimum of 3 cadetships each year commencing January 2016

Minimum 3 traineeships each year commencing January 2016

Identified measurable progress against the yearly goals outlined in the academic Action Plans

Goal D – Employer of choice

Strategies

1. Membership, attendance and participation in higher education equity and diversity practitioner networks that promote Australian Aboriginal and Torres Strait Islander employment best practice and industry benchmarking. LEAD: Human Resources

2. Report and share employment statistics to promote awareness in catchment communities of JCU Australian Aboriginal and Torres Strait Islander Workforce Strategy. LEAD: Human Resources

3. Promotion and recognition of JCU Australian Aboriginal and Torres Strait Islander Workforce Strategy through application and nomination for industry awards. LEAD: Human Resources

Collaborators Accountability Measures

External• Equity Practitioners in Higher Education

Australasia• National Aboriginal and Torres Strait Islander

Higher Education Consortium• Indigenous Employment Coordinators

network• Quality, Planning and Analytics Directorate

Attendance and participation at one Equity Practitioners Higher Education Australia and National Aboriginal and Torres Strait Islander Higher Education Consortium forums each calendar year.

Participation yearly commencing 2016 Annual publishing of University and Sector

employment data. One Award application or nomination

submitted each calendar year commencing 2016-17

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Goal A – Training our people

Strategies

1. Create awareness and understanding of JCU Reconciliation Action Plan, Australian Aboriginal and Torres Strait Islander Workforce Strategy and Guide to Cultural Protocols to all new staff through induction and university led development events. LEAD: Human Resources

2. Develop and implement a comprehensive program that aims to increase cultural competency of JCU Managers and Staff. LEAD: Australian Aboriginal and Torres Strait Islander Centre

Collaborators Accountability Measures

Internal• Office of the SDVC• Australian Aboriginal and Torres Strait Islander

Centre• Human Resources Directorate• Learning, Teaching and Student Engagement

Directorate

External• Australian Aboriginal and Torres Strait Islander

community organisations.

At least 75% of all new staff attended compulsory cultural competency training within the first 12 months of employment

RAP, Employment Strategy and Cultural Protocols embedded in the Induction process for all staff by December 2015

Goal B – Promoting awareness and respect

Strategies

1. Facilitate programs and organise events that support cultural inclusion as well as anti-discrimination and anti-racism initiatives. LEAD: Learning, Teaching and Student Engagement

2. Promote and support the attendance of staff at Australian Aboriginal and Torres Strait Islander cultural events. LEAD: Australian Aboriginal and Torres Strait Islander Centre

3. Build capacity of staff to engage effectively in mediation and dispute resolution processes. LEAD: Human Resources

4. Provide education and training to all staff on anti-discrimination complaints procedures and mechanisms. LEAD: Human Resources

Collaborators Accountability Measures

Internal • Office of the SDVC• Australian Aboriginal and Torres Strait Islander

Centre• Human Resources• Learning, Teaching and Student Engagement

External• Reconciliation Australia• Australian Human Rights Commission• Queensland Anti-Discrimination Commission

A minimum of 1 collaboration each year with an external partner commencing 2016

Communication to all management regarding staff participation – minimum of 2 cultural events per year

Encourage attendance of Australian Aboriginal and Torres Strait Islander staff in JCU mediation, conflict resolution and anti-discrimination complaint training.

One mediation, conflict resolution and anti-discrimination complaints workshop held each year.

Domain 2: Culturally proficient organisationIntention: JCU is a workplace that works hard to create an environment free of racism and discrimination and values the contribution of Australian Aboriginal and Torres Strait Islander cultures to our organisation.

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Goal A – Supporting continuous learning and development

Strategies

1. Promote and support the participation and success of Australian Aboriginal and Torres Strait Islander Professional/Technical staff in JCU Staff Studies Assistance Scheme. LEAD: Human Resources

2. Develop and implement a Leadership Development Program for Australian Aboriginal and Torres Strait Islander Academic and Professional/Technical staff LEAD: Human Resources

3. Promote and support the access, participation and success of Australian Aboriginal and Torres Strait Islander Academic and Professional/Technical staff in scholarships schemes. LEAD: Human Resources

4. Support and encourage Australian Aboriginal and Torres Strait Islander staff to apply for career advancement through the provision of information sessions on Professional/Technical selection and Academic Promotion process. LEAD: Human Resources

Collaborators Accountability Measures

Internal• Student Services Directorate• Teaching, Learning and Student Engagement

External• National Australian Aboriginal and Torres Strait

Islander Higher Education Council• National Indigenous Researchers and

Knowledges’ Network

Accelerated Leadership Development Program developed June 2016

Accelerated Leadership Development Program minimum cohort of 4 per intake commencing January 2017; minimum cohort of 6 commencing January 2019

Minimum of 2 information sessions each year: 1 in Townsville; 1 in Cairns commencing 2016

Information on staff study assistance schemes and scholarships included in induction and uploaded onto website

Goal B – Facilitating networks that build supportive relationships and promote advancement

Strategies

1. Develop and facilitate Australian Aboriginal and Torres Strait Islander staff networking LEAD: Australian Aboriginal and Torres Strait Islander Centre

2. Establish induction protocol that ensures all newly recruited Australian Aboriginal and Torres Strait Islander staff who identify are linked into existing networks, information and support LEAD: Human Resources

3. Celebrate success and excellence through encouraging the nomination of Australian Aboriginal and Torres Strait Islander staff in sector reward and recognition initiatives LEAD: Australian Aboriginal and Torres Strait Islander Centre

Collaborators Accountability Measures

• Australian Aboriginal and Torres Strait Islander Centre

• Divisions and Colleges

Minimum of biannual networking events at both Townsville and Cairns campuses commencing 2016

Induction protocol established December 2015

Minimum of 85% of commencing permanent or contract Australian Aboriginal and Torres Strait Islander staff have been contacted by Human Resources via phone or email and provided with targeted information

Circulation of information and resources about sector recognition opportunities to staff as available

Domain 3 – Growth and developmentIntention: JCU is a workplace that provides opportunities for staff to be engaged, inspired and fulfill their potential.

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Goal A – Conduct rigorous reviews and be accountable and transparent in reporting our achievements

Strategies

1. The Australian Aboriginal and Torres Strait Islander Workforce Strategy will be subject to annual review LEAD: Human Resources

2. Findings will be reported to Vice Chancellor’s Advisory Council (VCAC); Joint Consultative Committee (JCC); Australian Aboriginal and Torres Strait Islander Reference Group LEAD: Human Resources

3. A scorecard summary will be developed and communicated to staff annually LEAD: Human Resources

Collaborators Accountability Measures

• Quality, Planning and Analytics• College and Division Offices• Australian Aboriginal and Torres Strait Islander

Reference Group• Joint Consultative Committee• Office of the Senior Deputy Vice Chancellor

Annual statistical reporting to Joint Consultative Committee commencing June 2015

Annual statistical reporting to senior management commencing September 2015

Scorecard to staff by 30 November each year commencing 2015

Yearly Review Report to senior management by October each year commencing 2015

Biannual statistical reporting to the Australian Aboriginal and Torres Strait Islander Reference Group commencing June 2015

Yearly Review Report and scorecard publically available on JCU Website

Domain 4: Accountability for outcomesIntention: That JCU is accountable for implementing the Strategy as intended across the organization and that JCU evaluates the success of the measures and reports against the findings.

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A Diversity Talent Pool will enable JCU to harness the full potential of attraction activities and to promote diversity in our workforce. Unsuccessful applicants who make it to the final phase of the selection process will be kept in a searchable database so that their applications can be assessed against other vacancies across the organisation or for future talent identification.

Action Plans provide management with a mechanism to take action and make a difference which is specific to their business. JCU is a large organisation with subtle but important differences in function. HR will work with Divisions and Colleges to develop a range of specific actions they can take to increase Australian Aboriginal and Torres Strait Islander employment that are relevant to their business. This also includes making it a priority to retain existing staff and support opportunities for professional development.

Proactive workforce planning into the future allows us to identify opportunities to grow and develop the diversity of our workforce.

An Employment and Training Program aims to collaborate with employment and training providers to capitalise on existing programs which encourage and support successful transition from internships, cadetships and traineeships to ongoing employment within the university. It is envisaged that this will provide a coordinated and supported approach and for candidates to reap the benefits of participating in a cohort.

An Employment Incentive Scheme aims to increase individual Divisions and Colleges’ capacity to engage Australian Aboriginal and Torres Strait Islander staff members in recruitment initiatives. It is envisaged that a specific funding pool be available via business case submission to fund various employment options to increase Australian Aboriginal and Torres Strait Islander employment. These

could take the form of “gap” payments for trainees; or fund increases of part time to full time roles. Each case will be assessed on its merits with the emphasis being placed on sustainable, genuine, ongoing valued employment opportunities.

A Leadership Development Program aims to provide JCU with an opportunity to grow our future leaders. Australian Aboriginal and Torres Strait Islander staff with defined career paths will be encouraged to apply to participate in a structured and supported professional development program over two years. There will be an intake every two years which will help to develop cohort networks and support frameworks. The successful participants will be offered development opportunities specifically tailored to their aspirations.

An Indigenous Cadetship Program improves the professional employment prospects of Australian Aboriginal and Torres Strait Islander peoples. It links Australian Aboriginal and Torres Strait Islander tertiary students with employers in a cadetship arrangement involving full-time study and negotiated paid work placements.

Internships at JCU can offer work experience by gaining valuable on the job training and experience. Interns are not paid for their participation on the program – it is a voluntary non-paid training period; minimum period of 4 weeks to 8 weeks program – fulltime or part-time. Participants are provided with a certificate and reference upon completion of the program.

Traineeships are a combination of paid work and off-the-job training (college) that, if successfully completed, will gain you a recognised qualification; This qualification will enhance your career, and give you the opportunity to continue through to either apprenticeship (trade qualification) or diploma level. A typical full-time traineeship takes 12 months to complete, and a part-time traineeship, 24 months.

Glossary of terms

Staff Equity & Diversity

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