Working with Aboriginal and Torres Strait Islander employees

While you need to be aware of, and accommodate for, the cultural differences of First Nations peoples in the workplace, remember that each First Nations person is an individual.

Challenges experienced by First Nations employees

First Nations employees can experience challenges in the workplace, depending on their geographic location, occupation and other factors. These challenges may include:

  • cultural barriers – a lack of understanding or respect for cultural values, practices and traditions. This can create feelings of isolation and exclusion
  • discrimination – First Nations employees may experience discrimination based on their race, ethnicity, or culture
  • lack of representation – First Nations employees may feel underrepresented in their workplace, particularly in leadership positions. This can contribute to feelings of marginalisation and exclusion
  • limited access to resources – access to training, networking and professional development opportunities may be limited, particularly in rural or remote areas
  • historical trauma – First Nations employees may carry the weight of historical trauma with them, which can affect their mental health and wellbeing in the workplace. As an employer, be aware of this and provide resources and support as needed
  • work-life balance challenges – First Nations employees may face unique challenges in balancing work and family obligations, particularly if they are caregivers for elderly relatives or children.

These challenges for First Nations employees can result in:

  • assumptions about their performance or capability
  • lack of opportunities to ask questions or to engage in professional development
  • feelings of shame that they don't know how to do parts of the job that others can do, and shame about asking questions
  • uncertainty about who to ask, or talk to, about the role
  • feeling isolated and lonely at work.

These situations can result in First Nations employees being exposed to unconscious bias and racism. It may also lead to unsafe practices (causing injury or mental ill-health) or underperformance by the employee. These arise when workplaces are not prepared to work with diverse people and where the organisation lacks cultural awareness.

Communicating with First Nations employees

First Nations peoples may communicate in different ways from non-Indigenous Australians. It is important to be aware of this to develop mutual respect and understanding and create a positive and supportive work environment. When engaging with First Nations employees in everyday communication, including at meetings and in interviews, be aware that verbal and nonverbal cues may have different meanings.

Language

Consider whether your employee would be aware of industry jargon or technical language relating to their role, particularly if they are new to your industry. To overcome communication and language barriers:

  • avoid using complex words and jargon
  • check your employee’s understanding when providing tasks or directions
  • check that you understand the meaning of words your employee has used, and if you need to ask questions, explain why
  • use diagrams, images or videos to support the discussion where appropriate, especially when introducing concepts, instructions and terms.

Avoid using First Nations or traditional language, or colloquialisms unless you have a clear understanding of the context and use of the words and have permission from the employee and/or community Elders or knowledge holders.

Silence

Silence is not necessarily a sign that a person does not understand. When a First Nations employee is silent, they may be listening and thinking about what you are saying, or they could be waiting to hear from others before they respond.

Allow for periods of silence in interviews, meetings and general conversation, and encourage the First Nations employee to respond in their own time.

Eye contact

Making direct eye contact can have different meanings depending on the individual, community or cultural practices. In some First Nations cultures, avoiding direct eye contact is a sign of respect, while in others, it is a sign of honesty and trustworthiness.

When speaking with First Nations employees, be aware of their cultural context and do not apply a negative interpretation when eye contact is avoided.

Respectfully ask the person (or community where appropriate) about their cultural protocols and expectations regarding eye contact. Approach this conversation with an open mind, a willingness to learn, and respect for their cultural practices. Be sure to show a genuine interest in their culture and traditions.

Distance and personal space

When working with First Nations employees, be aware of how far you are standing from them. People from diverse backgrounds, First Nations employees and those from the opposite gender may feel uncomfortable or threatened if you stand too close or stand over them when you are talking.

Remember to seek permission if you need to touch an employee, and always explain the reasons why.

Read more about communicating effectively with Aboriginal and Torres Strait Islander peoples (PDF, 341KB).

Tips for communicating with Aboriginal and Torres Strait Islander employees

  • Don't mimic Indigenous speech patterns or attempt to speak Indigenous English as a way of encouraging a First Nations person to be more open.
  • Think about the language you use in written, verbal and nonverbal communication. Don't overcomplicate your communication.
  • Respect the use of silence and don’t mistake it for misunderstanding a topic or issue.
  • Always wait your turn to speak.

Building relationships

Building positive relationships and connections with First Nations employees can help to create a more inclusive and welcoming workplace.

You can do this through:

  • regular communication, recognition and respect for their cultural values
  • encouraging open and 2-way communication with First Nations employees
  • providing opportunities to share their ideas and opinions
  • providing feedback on their work.

In general, First Nations people want to get to know you as a person, not just as their boss. When deciding to work for you and your business, First Nations employees consider:

  • Is this someone that will respect me and the different cultural understanding I bring?
  • Is this someone who will support me without judgement?
  • Is this someone who values my contribution to the organisation?

When developing a relationship, remember:

  • building trust and honesty is important to relationship building
  • being part of something and developing collective efforts helps build a connection with the work
  • put in the time and be patient
  • be respectful—regardless of cultural norms, it's important to be mindful of someone's comfort level in relationship building
  • be interested in them. Chat with your employees to understand their backgrounds, family, and experience. Be sure your engagement is genuine.

Do not assume cultural knowledge

When working with First Nations employees, be careful not to assume they have extensive knowledge of their culture or history. There are many Aboriginal and Torres Strait Islander people who have been isolated from learning about their community and culture for different reasons (e.g. being separated from their family or community).

Asking questions about such things can often make First Nations people feel uncomfortable. Take the time to get to know your employee before making any assumptions about their knowledge or expecting them to share their experiences.

First Nations employees may wish to share knowledge as they become more comfortable in the workplace.

Supporting First Nations employees

In addition to building a culturally safe workplace, there are simple things you can do to support First Nations employees:

  • Promote and support cultural connections with all employees and local First Nations communities and Elders.
  • Prepare your workplace and managers by providing cultural awareness training that builds their understanding of the history of First Nations peoples in Australia.
  • As well as regular or formal supervision, provide opportunities for informal discussion, conversation and check-ins with employees, focusing on building a relationship and getting to know them.
  • Ensure your employees are aware of First Nations specific support networks and/or employee assistance programs that are available to them.
  • Remember First Nations employees may also have experience of issues such as grief, loss and trauma and will be at various stages in their journey to healing.

Building good work relationships takes time and requires mutual respect and understanding. Be sure non-Indigenous employees understand that First Nations peoples are not experts on all aspects of culture and community life and don’t speak for all Aboriginal and Torres Strait Islander peoples. Ask the individual first if they wish to comment or share their experiences.

First Nations mental health training

First Nations mental health training is specialised programs and initiatives designed to support the mental wellbeing of First Nations peoples. It provides you with the knowledge and skills to assist First Nations peoples who may be experiencing a mental health problem or mental health crisis until they can receive professional help or the crisis resolves.

First Nations mental health training addresses the unique historical, cultural and socio-political factors that impact the mental health of Indigenous communities and promotes culturally appropriate care. It typically covers:

  • historical and cultural context
  • traditional healing and cultural practices
  • trauma-informed care
  • cultural competency and respectful communication
  • the importance of community engagement and collaboration in addressing First Nations mental health needs
  • First Nations mental health models and best practices.

First Nations mental health training can help build a supportive and culturally safe environment and provide respectful care to First Nations individuals and communities. It helps bridge the gaps in understanding and improves access to quality mental health services for First Nations peoples, contributing to overall wellbeing and resilience.

Managing difficult conversations

Difficult conversations can be challenging for both you and your employee, and can be further complex with First Nations employees. Carefully consider the specific needs and preferences of the people involved, and the workplace context. Ensure you create a work environment where open communication, respect and cultural understanding are valued and promoted.

Recognise there may be an inherent power imbalance between non-Indigenous individuals and First Nations peoples due to historical and systemic factors that go beyond a role or organisational position.

Approach conversations with respect and a willingness to listen and learn. Acknowledge the historical context and the impact it has on the dynamics within the workplace.

Consider hiring an external consultant with expertise in First Nations cultural competency and workplace dynamics. Consultants can

  • help create a safe space for dialogue
  • facilitate conversations
  • provide insights and support to managers and supervisors into the unique challenges faced by First Nations peoples.

This approach may also help to demonstrate your commitment to create an inclusive and culturally sensitive workplace environment.

Pair employees with First Nations mentors within your business to foster understanding, cultural exchange and relationship-building.

Mentors can provide guidance on cultural protocols, values and perspectives, helping non-Indigenous people navigate difficult conversations with sensitivity and respect.

Consider mentoring relationships for leaders and supervisors to help build their cultural awareness and proactively build their capability to manage First Nations employees.

Learn more about mentoring for your employees.

Find out more about communicating effectively in the workplace.

Managing expectations

Performance management requires an environment free of ambiguity, where both the manager and employee feel comfortable providing feedback. When performance managing Aboriginal and/or Torres Strait Islander employees, it's important to approach the process with cultural sensitivity and respect.

Below are 5 considerations for employers to ensure they maintain a respectful relationship with their Aboriginal and Torres Strait Islander employees.

Communicate performance expectations, goals, and objectives to your Aboriginal and Torres Strait Islander employees.

Take the time to have open and honest discussions about what you expect from them and ensure they understand their roles and responsibilities. This clarity can help guide their performance and provide a foundation for effective performance management.

  • Regularly provide constructive feedback to your employees, focusing on their strengths and areas for improvement.
  • Be mindful of different communication styles and preferences, as well as any cultural nuances that may influence how feedback is received.
  • Offer support and resources to help employees enhance their skills and address any performance gaps.

Recognise and respect the unique cultural perspectives and values that Aboriginal and Torres Strait Islander employees bring to the workplace.

Understand that cultural obligations and community commitments may occasionally impact work performance. Be open to discussing these matters with empathy and flexibility. Seek ways to accommodate cultural responsibilities while maintaining productivity and performance standards.

Foster an inclusive workplace culture that acknowledges and celebrates the cultural diversity of your employees.

Encourage open dialogue, mutual respect, and understanding of Aboriginal and Torres Strait Islander cultures. This can help create a safe and supportive environment where employees can perform at their best.

Engage with Aboriginal and Torres Strait Islander communities, subject matter experts and/or organisations to seek guidance and collaboration on cultural matters.

Consider partnering with cultural advisers or elders who can provide valuable insights and support. Involving these stakeholders can help develop strategies for effective performance management that align with cultural protocols and practices.

Managing performance

Despite best efforts to build a strong relationship and provide support for your employees, sometimes you will find yourself in a position where you need to manage the performance of your employees.

When managing the performance of an Aboriginal and/or Torres Strait Islander employee, there are additional considerations to keep in mind. These considerations are essential for promoting cultural awareness, ensuring equitable treatment, and maximising employee engagement.

Aboriginal and Torres Strait Islander cultures often have specific protocols and communication styles. Be aware of these cultural nuances and adapt your communication approach accordingly.

Some people may prefer indirect communication, storytelling or nonverbal cues. Understanding and respecting these cultural preferences can foster effective communication and enhance performance management.

In some cases, your Aboriginal and Torres Strait Islander employees may have cultural obligations or community commitments that require flexibility in their work arrangements.

Where possible, explore options for flexible scheduling or leave arrangements to accommodate cultural responsibilities early in the working relationship. Establishing the boundaries of work early can reduce potential issues later.

Flexibility can help lessen potential conflicts and support employees in balancing their work and personal obligations – however any request should be balanced with the operational needs of the business.

To ensure all employees understand if, and when, flexible working arrangements are possible in their role, develop a clear policy that outlines how an employee may request to adjust their work arrangements, and the circumstances where this may not be available to them.

  • Ensure equal access to career progression and advancement opportunities for all employees, including Aboriginal and Torres Strait Islander employees.
  • Implement strategies to identify and address any barriers that may hinder their advancement.
  • Provide mentorship, skill-building initiatives, and access to development programs to support their professional growth.

Involve Aboriginal and Torres Strait Islander employees in decision-making processes that directly impact their roles and responsibilities. Consultation and collaboration can promote ownership, inclusivity, and a sense of empowerment.

Actively seek their input, value their perspectives, and incorporate their insights into performance management practices.

Provide First Nations employees with the option of having a First Nations mentor support them in performance management discussions to ensure cultural safety. A mentor can assist your employee in responding to any concerns and can help you understand and address issues and flow on impacts that may arise from the discussion.

By considering these additional factors, you can create a performance management framework that aligns with the cultural values and needs of your Aboriginal and Torres Strait Islander employees, fostering a more inclusive and equitable workplace.

Remember, these are a starting point. It is essential to adapt your approach based on the unique needs and circumstances of individual employees.

Building strong relationships and demonstrating cultural respect will contribute to a more positive and productive work environment for everyone involved.

Communication styles can differ between individuals and communities, so it's crucial to approach each person as an individual and be open to learning and adapting your communication style based on their preferences and cultural norms.

Respectful communication, active listening and a willingness to understand and appreciate different communication styles will contribute to effective communication and relationship-building with Aboriginal and Torres Strait Islander employees.

Mentoring First Nations employees

Mentoring and support programs are widely used to support First Nations employees during the first 90 days of employment, and beyond. Mentoring allows employees to connect with an experienced member of your business that can help them navigate the workplace culture, practices and expectations of the role.

Mentors can be a peer or a manager, and the relationship may be formal or informal. When seeking to pair a First Nations employee with a mentor, be sure to ask the employee what type of support they may need. This will determine the level and experience of the mentor selected.

A mentor does not have to be a First Nations employee. If a non-Indigenous person is identified as a mentor, it is important that they are culturally aware and sensitive to the histories and cultures of First Nations peoples.

Read more about mentoring.

Benefits of mentoring for First Nations employees

  • The employee learns and shares experiences with someone who may have a similar working path, knows the company and is known in the company. Mentors can act as a champion, advocating for the mentee when needed.
  • The employee can identify and share workplace and family challenges and pressures, and receive help to develop strategies to address these.
  • Mentors can help employees build the cultural understanding and capability of First Nations and non-Indigenous employees. They can help First Nations employees manage cultural load and help build the cultural capability of the workplace.
  • Mentors can help connect First Nations employees with local communities and other First Nations employees, helping to build a community of support.

Cultural load

Cultural load refers to the weight or burden that an individual (or community) carries due to their cultural identity and the historical and ongoing impacts of colonialism and systemic oppression. For First Nations peoples, cultural load can refer to:

  • intergenerational trauma
  • loss of land, language and culture
  • ongoing discrimination and marginalisation experienced by First Nations peoples since colonisation.

In the workplace, cultural load refers to the additional workload often carried by First Nations peoples when they are the only Indigenous person, or one of a small number of Indigenous people, in the workplace.

Additional workplace demands may include:

  • expectations to educate non-Indigenous colleagues about First Nations peoples, share personal stories relating to culture and history, or to educate people about racism
  • expectations to talk on behalf of all First Nations people on matters relating to Aboriginal and/or Torres Strait Islander peoples
  • being asked to deliver an Acknowledgement of Country, organise cultural events or undertake community engagement, whether or not it is part of their role.

It's essential to understand cultural load and recognise and reward it in job descriptions. This provides First Nations employees with the opportunity to spend time on and be fairly compensated for this important aspect of their work.

For full time or permanent employees, this may be time in lieu, additional payments for their time or recognition for the additional work. Always ask your Aboriginal and Torres Strait Islander employees if they want to be included.

Be sure to engage and consult with Aboriginal and Torres Strait Islander employees when developing procedures and policies. While it's important to include diverse voices in your decision-making, make sure you’re not burdening certain employees with extra, unpaid work.

Don't expect your Aboriginal and Torres Strait Islander employees to want to be involved in all consultations. Always ask first, and make it clear it is not expected that they participate.

Cultural leave and recognition of cultural events

When you provide cultural leave or acknowledge significant cultural events and celebrations, it shows respect for the cultural practices and customs of your First Nations employees and allows them to actively participate in community activities.

View a list of culturally important dates for First Nations peoples.

Sorry business

The term sorry business in Aboriginal and Torres Strait Islander cultures describes the rituals and customs surrounding mourning and grieving the loss of a loved one. It is a complex and deeply important cultural practice that varies among different First Nations groups and communities.

Sorry business is a way for individuals, families and communities to express their sorrow, support one another and pay tribute to the deceased.

Key aspects of sorry business

This can last days, weeks or months, depending on cultural traditions and kinship ties. During this time, family members may wear mourning attire, engage in specific behaviours and observe restrictions related to social

These are performed to honour the deceased and guide their spirit in the afterlife. Ceremonies may include smoking ceremonies, dances, songs, storytelling and other cultural practices specific to each community.

Sorry business is not only about the immediate family but also involves the wider community. People come together to provide emotional support, assistance with funeral preparations and participate in mourning rituals. Community members may offer condolences, share stories and provide practical help during this time.

These will vary among different First Nations groups. They may include specific rules for behaviour, responsibilities of family members and obligations to observe cultural traditions during the mourning period.

Sorry business provides an opportunity for individuals and communities to grieve, find healing, and seek closure after the loss of a loved one. It allows for the expression of emotions, the sharing of stories and memories and the strengthening of social and cultural bonds.

It's important to recognise that sorry business is specific to Aboriginal and Torres Strait Islander cultures in Australia. It is a deeply meaningful and sacred practice that varies among different communities, so it's essential to approach sorry business with respect, sensitivity and cultural understanding.

To understand local cultural practices relating to sorry business:

  • work with your First Nations employees or connect local communities (e.g. through the local council, Aboriginal Land Council or Torres Strait Regional Authority) to check the specific protocols, for example, in some communities all businesses shut down
  • reach out to your local community or Aboriginal or Torres Strait Land Council and subscribe to their distribution list to be notified of when sorry business is taking place or stay connected through their websites or Facebook pages.

Engage with your supply chain and subcontractors to ensure they understand the impacts and requirements of sorry business when engaging in communities on your behalf, or when working with your First Nations employees. Read more about how you engage with First Nations people through your work, including supply chain and subcontractors.

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  • Last reviewed: 16 Feb 2024
  • Last updated: 16 Feb 2024