Aboriginal and Torres Strait Islander Attraction and Retention Plan 2006-09
We are working to create a workforce that is diverse and equitable for all Queenslanders.
We have created the Aboriginal and Torres Strait Islander Attraction and Retention Plan 2006-2009.
Our plans are based on:
1. Attraction – The Department is considered an employer of choice by Aboriginal and Torres Strait Islander people
| Strategy | Action |
|---|---|
| Attraction | 1.1 Market the department at regional and urban career expos, student career days and Aboriginal and Torres Strait Islander community events. |
| Attraction | 1.2 Promote Aboriginal and Torres Strait Islander employment and cultural resources on the department's internet and infonet. |
| Attraction | 1.3 Improve recruitment and selection policies and procedures (to make sure selection techniques are culturally appropriate and recognise experience outside of Queensland public sector). |
| Attraction | 1.4 Participate in employment and training initiatives, including full-time and school-based. |
| Attraction | 1.5 Appoint Aboriginal and Torres Strait Islander graduates through the annual intake of the department's Graduate Development Program. |
2. Building Constructive Relationships – The department has a supportive organisational culture that is free from discrimination and harassment and where all people are able to realise their full potential.
| Strategy | Action |
|---|---|
| Building constructive relationships | 2.1 Ensure inductions at both corporate and local levels are culturally appropriate. |
| Building constructive relationships | 2.2 Create achievement and development plans which recognise cultural safety, including maintenance of Aboriginal and Torres Strait Islander community contacts. |
| Building constructive relationships | 2.3 Establish a learning and development strategy for the department. |
| Building constructive relationships | 2.4 Promote and encourage participation in development opportunities including Wal-Meta Unit accredited training programs (targeted for Aboriginal and Torres Strait Islander staff). |
| Building constructive relationships | 2.5 Promote reward and recognition through the department's reward and recognition scheme. |
| Building constructive relationships | 2.6 Promote leave provisions and procedures that support cultural/religious leave for Aboriginal and Torres Strait Islander employees. |
| Building constructive relationships | 2.7 Review all Human Resources' policies and practices to ensure they reflect equity and social justice principles and are culturally appropriate. |
| Building constructive relationships | 2.8 Ensure the Employee Assistance Service (EAS) provides culturally appropriate, confidential and independent counselling. |
| Building constructive relationships | Promote the role of the following groups in dealing with Aboriginal and Torres Strait Islander employee matters:
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| Building constructive relationships | 2.10 Review and apply improved grievance management policies and procedures to make sure they are cultural appropriate and sensitive. |
| Building constructive relationships | 2.11 Review and apply department policies and practices designed to remove discrimination and harassment and ensure all employees understand how work practices and behaviour may discriminate directly and/or indirectly against Aboriginal and Torres Strait Islander employees. |
3. Organisational Enhancement – The Plan supports the department's vision of safe valued and empowered communities through continuous department improvement based on evidence of workforce needs.
| Strategy | Action |
|---|---|
| Organisational Enhancement | 3.1 Develop employee satisfaction survey and include relevant questions relating to Aboriginal and Torres Strait Islander employees. |
| Organisational Enhancement | 3.2 Identify workforce supply and demand factors which will impact on achieving and maintaining Aboriginal and Torres Strait Islander employees. |
| Organisational Enhancement | 3.3 Expand upon ways to gather Aboriginal and Torres Strait Islander data to enable more accurate recording of Aboriginal and Torres Strait Islander employees. |
| Organisational Enhancement | 3.4 Research and report of feasibility of greater participation in Aboriginal and Torres Strait Islander cadetships. |
| Organisational Enhancement | 3.5 Research and report on the business needs for existing identified positions and evaluate the success if recruitment and the selection process. |
| Organisational Enhancement | 3.6 Develop a Certificate IV in Youth Justice/Youth Work and offering traineeships in the role of youth work. |
| Organisational Enhancement | 3.7 Review the department’s position descriptions and to attract a skilled Aboriginal and Torres Strait Islander workforce. |
| Organisational Enhancement | 3.8 Look into qualifications and accreditation needs for positions in the professional stream. |
| Organisational Enhancement | 3.9 Review and enhance departmental supports for work/life balance. |
| Organisational Enhancement | 3.10 Research and report on possibility to create a voluntary buddy system with Aboriginal and Torres Strait Islander employees. |
| Organisational Enhancement | 3.11 Research and report on possibility of establishing a careers development mentoring system. |
| Organisational Enhancement | 3.12 Design and use an exit management action that is culturally inclusive for Aboriginal and Torres Strait Islander staff. |