The case for change

Ongoing attraction and recruitment challenges

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• Challenges identified from research

  • Low representation and supply at all levels
  • Limited application success dissuading Aboriginal applicants from applying or re- applying
  • Culturally appropriate recruitment practice is not systemic

• Why this is important for us to address

  • Ongoing attraction issues if no action is taken
  • Current pipeline is likely to be insufficient to meet employment target.

• Our strategic response

  Improve attraction and recruitment

  Strategic focus on the employee lifecycle.

Inconsistent career experiences and opportunities

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• Challenges identified from research

  • Low numbers of senior level Aboriginal staff
  • Previous focus on representation led to perverse outcomes, including low quality workplace experiences for many Aboriginal staff
  • Aboriginal staff report generally low level of support to develop the career that they want

• Why this is important for us to address

  • Lack of support for career development limits self-determination of Aboriginal staff within the workplace
  • Self-determination of Aboriginal Victorians will be supported by a greater number of senior Aboriginal staff in the public sector, and enhanced leadership capacity in the Aboriginal community controlled sector
  • Opportunities to extend pathways into the sector from existing initiatives like Jobs Victoria

• Our strategic response

  Create progressive career experiences

  Shift from quantity to quality.

Lack of culturally safe and aware work cultures

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• Challenges identified from research

  • Not all public officials and employers meet responsibilities contained in public sector values, employment principles and Human Rights Charter in respect to Aboriginal employment
  • Aboriginal staff expectations of the workplace are not being met in all cases: high rates of bullying and harassment; lateral violence; high cultural load; variable cultural awareness of managers

• Why this is important for us to address

  • Too much focus on what Aboriginal staff need to do and not what non-Aboriginal people need to do continues the status quo
  • Aboriginal people have a right to enjoy their culture at all times, including in the workplace.
  • Self-determination will be supported by increased cultural capability of the public sector

• Our strategic response

  Invest in workplace cultural capability

  Enhanced cultural capability across the sector.

Limited access to support

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• Challenges identified from research

  • Aboriginal staff networks are valuable, but more support is needed
  • Existing support mechanisms may not be culturally appropriate

• Why this is important for us to address

  • If Aboriginal staff do not receive the support they need to perform, develop or lead in the workplace, this may lead to limited engagement and satisfaction with career

• Our strategic response

  Enhanced support for Aboriginal staff

  Access to networks for development and personal support.

Lack of central governance and oversight

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• Challenges identified from research

  • Siloed approaches to outcomes due to lack of a coordinated approach
  • Previous strategy provided learnings about the need for strong governance and oversight

• Why this is important for us to address

  • Need a strategic focus from the centre on the most problematic aspects of the workforce lifecycle
  • Without consistency, approaches may be limited in efficacy at the whole of sector level

• Our strategic response

  Central oversight and strong governance

  Demonstrate leadership and commitment.