Attracting and recruiting First Nations employees

Before advertising and recruiting, it's important to consider the tasks, skills, knowledge and experience required for the position.

To reach a wide range of potential applicants and attract First Nations candidates:

• emphasise the responsibilities and required skills of the role instead of solely focusing on formal qualifications (which may not always be necessary)
• consider whether job qualifications that are listed as mandatory can be substituted with relevant life or work experience and practical knowledge
• use plain and inclusive language and avoid technical jargon in the job advertisement.

When recruiting First Nations employees, ensure you follow your usual recruitment processes. Add additional steps or make changes only where required. This helps minimise any unconscious bias regarding the success and/or suitability of First Nations employees.

When preparing your job advertisement include:

• a clear description of the role
• leave entitlements, including cultural leave
• hours of work and potential for flexible working arrangements
• reference to your Reconciliation Action Plan and/or First Nations engagement strategy (if applicable)
• a statement encouraging First Nations peoples to apply, such as:
  • 'Aboriginal and Torres Strait Islander peoples are encouraged to apply for this role'
  • 'First Nations peoples are encouraged to apply for this job'
• images of First Nations members working in your organisations (with their consent).

Consider where and how your prospective candidates may find your advertisement. Are they seeing your vacancy notice on a job board, your business's social media pages, on an online job search website or in the newspaper?

Consider First Nations focused platforms when advertising your roles in addition to your usual attraction strategies. These platforms include:

• community social media pages
• Koori Mail
• Indigenous Employment Australia
• word-of-mouth
• First Nations job fairs
• Torres News and Cape News (Weipa)
• First Nations Telegraph.

Ensure time frames for responses are long enough to allow potential candidates to hear about the position through word-of-mouth.

If you use an assessment centre as part of your recruitment and selection process, be sure to demonstrate a genuine respect for Aboriginal and Torres Strait Islander cultures. Some candidates may not understand the role of, or have experience with, an assessment centre.

• Communicate the purpose of the assessment centre and expectation of the candidates, including dress code, attendance, behaviour and timing of the day.
• Provide details in writing and check in with candidates before the day. This will ensure they have understood the information provided.
• Provide candidates with examples of the type of activities that may be included to help them prepare. Be sure to include a variety of activities to accommodate different personalities and communication styles.
• Recognise verbal and nonverbal communication styles when developing the assessment centre activities. For example, it is common for Aboriginal and Torres Strait Islander peoples to use storytelling as a way of sharing knowledge, experiences and conveying messages indirectly.

Learn more about communicating with First Nations people.

When assessing communication styles of First Nations candidates, consider that Aboriginal and Torres Strait Islander communication is often indirect and use stories, metaphors or subtle cues to convey their messages.

Body language, such as gestures, postures, and hand movements, can be significant in communication. Be aware of eye contact, facial expressions and nonverbal cues that may convey meaning and emphasis.

Consider the following approaches when interviewing First Nations candidates or employees to help make the process less intimidating.

• Be mindful of differences in communication styles. Give candidates time to think through questions and their answers. Silence is not necessarily a sign that they do not understand.
• Clearly explain the position and what you expect of the successful applicant, as well as the interview and appointment process.
• Be clear on the type of answer you are looking for (e.g. a simple answer or detailed example of their experience). A brief response may not indicate the candidate does not know any more, but that they are shy or feel 'shame’. Ask for more detailed answers in a conversational manner.
• Begin with some general welcoming conversation and be genuinely interested in the person to help them feel comfortable and relaxed. Try to build rapport and trust before you ask probing questions.
• Include a First Nations person on the selection panel whenever possible.
• Ensure interview panel members have undertaken cultural awareness and/or capability training.

Be aware that some people may choose to bring a support person to their interview with them—some organisations encourage this.

• Welcome the new employee to your business and provide an overview of your company culture, policies and procedures, including cultural leave and provisions for sorry business.
• Set clear expectations about hours of work, uniform, breaks and behaviour.
• Provide regular feedback and support.
• Make sure the employee is aware of their rights and responsibilities. This can include:
  • workplace health and safety
  • employee benefits
  • any specific policies that are relevant to their role.

Assign a mentor (e.g. a peer or supervisor) to support your First Nations employee during their first 90 days. For many First Nations peoples or those new to the industry, your workplace may seem foreign and daunting. A mentor or buddy will help them navigate the organisation, learn the job and build relationships with colleagues.

Provide opportunities for your First Nations employee to:

• engage with other First Nations staff and community members,
• attend cultural events
• participate in community activities.

This will help reduce their risk of feeling out of place and experiencing culture shock.

Where appropriate, provide access to cultural resources, such as:

• First Nations-specific support services
• cultural advisors to help the employee access cultural resources (e.g. culturally appropriate and/or First Nations Employee Assistance Program (EAP) services—you can search online for available services).

These services can help First Nations employees manage workplace shock, and challenges and potential responsibilities of family, community and the role.

Provide cultural awareness training to all employees to help them understand the importance of cultural sensitivity and respect for diversity in the workplace.

Consider including First Nations mental health training to ensure First Nations employees are supported.

First Nations employees may have family and cultural obligations that may impact their work. Get to know your employee to understand what their commitments may be.

Communicate your organisation’s policy regarding taking time off for cultural events or ceremonies, such as sorry business, and be clear if this time is paid or unpaid. Where possible, offer flexible work arrangements to accommodate requests for cultural business.

This can help to build trust and establish a positive working relationship. Be patient and flexible, recognising the employee may take some time to build trust and may require additional support and guidance as they adjust to their new job and workplace culture.