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Aboriginal and Torres Strait Islander lived experience peer led workforce guide 

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Aboriginal and Torres Strait Islander lived experience peer led workforce guide 

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A guide to building workplace culture | NSW Government

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What is a positive workplace culture?

A positive workplace is a productive and great place to work. Workplace culture refers to the values, attitudes and beliefs that people in your workplace share. These shared values will have usually existed in the business for a long time and will influence the attitudes and behaviour of your team. Your workplace culture is heavily influenced by your leaders and managers.

Whilst every workplace is different, there are some things that workplaces with a positive culture have in common.

Use this guide to notice when your company culture is on the right track, and to learn about more ways you can build it.

Signs of a good workplace culture

When the company culture is good, you may notice these things:

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Discover if your workplace culture is on the right track, and learn about the ways you can improve it. This guide helps you to recognise what: your workplace might look, sound and feel like when there is a great culture in place some of the warning signs might be if your workplace culture needs improving.

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Understanding workplace culture | Respect@Work (respectatwork.gov.au)

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What is workplace culture? Can you measure it and how do you know if your culture is positive or negative?

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Positive & healthy workplace cultures guide 

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Positive & healthy workplace cultures guide 

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Positive and healthy workplace cultures guide (forgov.qld.gov.au)

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Positive & healthy workplace cultures guide 

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Positive & healthy workplace cultures guide 

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Positive and healthy workplace cultures guide (forgov.qld.gov.au)

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National Children's Education and Care Workforce Strategy 

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National Children's Education and Care Workforce Strategy 

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Black Dog Institute | Better Mental Health

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iBobbly's collaborators, design and development

Everything that is seen, heard and experienced in the app is shaped by Aboriginal and Torres Strait Islander community members to ensure that iBobbly is culturally informed and safe.

Collaborators, design and development

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iBobbly app for Aboriginal & Torres Strait Islanders - Black Dog Institute | Better Mental Health

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iBobbly is Australia's first wellbeing self-help app for young Aboriginal and Torres Strait Islander Australians aged 15 years and over.

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Guidance for organisations in partnership with ACCOS 

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Guidance for organisations in partnership with ACCOS 

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Aboriginal and Torres Strait Islander Peoples - Leading Practice - Diversity Council Australia

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Leading practice for diversity and inclusion for Aboriginal and Torres Strait Islander peoples in Australian workplaces.

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6877_bcs-are-you-ok-indigi-v2.pdf (publications.qld.gov.au)

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Be You provides educators with knowledge, tools and resources to create positive, inclusive and responsive learning communities where every child, young person, educator and family is empowered to achieve their best possible mental health.

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indigenous-recruitment-guide_0.pdf (apsc.gov.au)

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Early Childhood Education & Child Care News

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Providing accurate, timely and relevant news impacting the Early Childhood Education and Child Care sector in Australia.

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10 Ways To (Actually!) Inspire Educators

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With Educator Day coming up on September 4th, it’s the perfect time to show our appreciation for the amazing work our early childhood educators do.

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The Closing Loopholes Acts - what's changing

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The Closing Loopholes Acts - what's changing

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Closing Loopholes Act 2023

Some of the Fair Work Legislation Amendment (Closing Loopholes) Act 2023 changes relevant to the work of the Fair Work Commission include:

empowering the Commission to consider applications relating to some labour hire workers

amendments to the general protections provisions to:

strengthen protection for employees who have been, or are being, subjected to family and domestic violence from discrimination in the workplace

introduce a general protection for workplace delegates when carrying out their role at a workplace

empowering the Commission to make a model term for modern awards relating to delegate rights

making amendments to provisions regarding protected action ballot order conferences.

Closing Loopholes No. 2 Act 2024

Some of the Fair Work Legislation Amendment (Closing Loopholes No. 2) Act 2024 changes relevant to the work of the Commission include:

changes to the definition of casual employee and changes to casual conversion

changes to the definition of employment

changes to intractable bargaining provisions

changes to enterprise bargaining provisions relating to multi-enterprise agreements and franchisees

a process for the Commission to make model terms for enterprise agreements

powers relating to 'employee-like' workers performing digital platform work in the gig economy including:

the ability to make minimum standards orders

dealing with employee-like worker disputes about unfair deactivation from a digital platform

powers relating to the road transport industry including:

the ability for new Expert Panels to make minimum standards orders

dealing with regulated road transport worker disputes about unfair termination of a contract

powers to register collective agreements relating to regulated workers

functions relating to a right to disconnect including:

a new dispute function

a process for the Commission to make a model term for awards

an 'unfair contracts' dispute resolution function for independent contractors (below a high-income threshold)

workplace delegates' rights for regulated workers

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The Closing Loopholes Acts - what's changing

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The Fair Work Commission is Australia's workplace tribunal. We create awards, approve enterprise agreements and help resolve issues at work.

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Leadership and Management Resources | Early Childhood Australia Shop

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Leadership and management are companions in providing high-quality education and care, and ECA is committed to delivering unparalleled professional learning, tailored for the early childhood sector. Investing in developing management and leadership capabilities is essential for the growth and success of your service. It's not just about personal development-it's about ensuring the long-term sustainability and excellence of your organisation. The ECA Management Fundamentals Program complements the ECA Leadership Program in developing a complete range of management and leadership capabilities. Both are vital to ensure your service is thriving.
For a short time, we're thrilled to offer exclusive discounts on these programs and a carefully curated selection of Leadership and Management Resources.

The ECA Management Fundamentals Program is suitable for experienced and aspiring managers and directors. It is practical, evidence-based, and tailored for the unique challenges faced by the early childhood sector, covering business and strategic planning, financial management, people management, governance, marketing and communications, legal and regulatory frameworks, responding to critical incidents, and more.

Non- Member Price: $1,249

Member Price: $1,112.10

The ECA Leadership Program can be undertaken throughout an early childhood professional's career, whether you're an aspiring leader, a service director, or somewhere in between. It is built on ECA's Leadership Capability Framework and is a strengths-based program that supports early childhood leaders in diverse settings to provide a clear vision, inspire team members, and empower teams to innovate, grow and develop.

Non- Member Price: $649

Member Price: $552

An Investment in Success

ECA recommends incorporating both ECA Management Fundamentals Program and ECA Leadership Program into your annual professional development plans, supporting your succession planning and ensuring continuity, stability, and quality of service . Additionally, we recommend services undertake learning in groups, either through an internal or ECA facilitated Community of Practice (CoP). This collaborative approach fosters shared knowledge, collective problem-solving, and continuous improvement, creating a supportive environment that enhances learning, teamwork, and capability development.
To facilitate this, we offer discounted rates for groups, bulk purchases, and individualised support.
Whether you want to learn more about our programs, or need support to help develop your professional learning plan, our early learning specialists are ready to help .

Contact us today to discuss how we can best support you in enhancing your leadership and management skills to build a thriving, innovative, and sustainable early childhood service.

Publications to Support your Leadership and Management Development

This resource was written by six of Australia's leading early childhood experts: Anne Stonehouse, Anthony Semann, Susan Irvine, Catharine Hydon, Michelle Gujer and Leanne Gibbs.
Developed for leaders at all levels of early childhood education and care, these 48 provocation cards focus on the six capabilities outlined in the ECA Leadership Capability Framework and include questions to provoke discussion and debate.

Professional Learning Resources to Support Your Leadership and Management Development

Curated Quality Assured Resources

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Leadership and Management Resources | ECA

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Invest in ECA's leadership and management resources to enhance the growth and success of your service, ensuring long-term sustainability and excellence.

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Children's Services Coordinator EXAMPLE ONLY 

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Children's Services Coordinator EXAMPLE ONLY 

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The Children's Services Coordinator will plan and deliver an appropriate Early Education and Care program, and provide leadership and support to East Arnhem Regional Council's (EARC) staff working in remote community Early Education and Care Centres. The overall objective is to ensure a high quality service is provided that meets the needs of the local community.

Housing and Relocation Assistance are available with this role.

To apply, hit the Apply Now button - Applicants who do not address the key selection criteria as stated in the Position Description may not be considered.

For further information please contact our Regional Manager Children & Library Services, Kara Cunningham, via email to: kara.cunningham@eastarnhem.nt.gov.au

Under the EARC's Special Measures Recruitment Strategy, eligible Aboriginal and Torres Strait Islander (ATSI) applicants will be granted priority consideration for this vacancy.

All employment with the EARC is subject to a Criminal History Check and the ability to obtain a Working with Children Clearance. Criminal history will not exclude an applicant unless it is relevant to the inherent requirements to their position.

EARC reserves the right to close or withdraw vacancies before the advertised closing date, or extend the closing date, without prior notice.

East Arnhem Regional Council is an Equal Employment Opportunity (EEO) Employer.

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Children's Services Coordinator - Umbakumba | East Arnhem Regional Council

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Explore exciting job opportunities at East Arnhem Regional Council. Join us in fostering community growth and development in a dynamic and diverse work environment.

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Attraction, recruitment and retention | Australian Public Service Commission (apsc.gov.au)

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The attraction, recruitment, and retention of employees from diversity groups plays a key role in building a more diverse and inclusive workforce.

Affirmative recruitment measures

Inclusive processes allow candidates to best demonstrate their capability, removing barriers so all applicants can be assessed and compared fairly on merit. Affirmative measures is one method designed to remove barriers for First Nations people or people with disability (or a specific form of disability) thereby increasing their representation in the APS.

Affirmative measures are set out in the Australian Public Service Commissioner's Directions 2022 and monitored through the positions advertised on APSJobs. It has become common in recent years for these to be used with graduate, entry level programs and large intakes of staff. This has resulted in strengthened diversity numbers at the graduate and entry levels. Affirmative measures can be used with all advertised positions.

The use of Affirmative measure - Aboriginal and Torres Strait Islander employment increased from 1.2% to 3% between 2019-20 and 2020-21 financial years

The use of Affirmative measure - Disability employment increased from 0.2% to 0.8% between 2019-20 and 2020-21 financial years

The RecruitAbility scheme is also an Affirmative measure and can be applied to any position. It is designed to give people with disability, who are found suitable at the first stage of recruitment, a chance to progress to the second phase, whether that be an interview or other form of recruitment activity.

RecruitAbility is the most commonly used affirmative measure.

Change in use of recruitment measures as proportion of total advertised positions

Improvements

Ongoing work regarding Affirmative measures has found areas that could be improved. A recent APSC survey looked at the issues around Affirmative measures from both a candidate's, HR manager and selection panel's perspective. To gain a wide range of views, multiple distribution methods were used to attract participants (articles in the Diversity & Inclusion newsletter, internal agency distribution by steering committee members, etc.). The survey targeted people with experience in Affirmative Measure recruitment processes, as HR practitioners, candidates, hiring managers, panel members or any related role.

39% of the 107 candidate respondents reported having a negative experience in a previous Affirmative measure - Aboriginal and Torres Strait Islander recruitment process.
Improvements suggested by applicants:

more assistance and information on the evidence required

more information upfront for candidates to understand what is required of them

remove the hiring basis of "has done this task before" to allow for upskilling on-the-job

greater transparency, i.e. how many roles will be available.

Improvements suggested by panel members:

remove the need for evidence

place targets on departments to use Affirmative measure recruitment

increase uptake of affirmative recruitment measures by improving employee familiarity and confidence with using these recruitment programs

in-agency support after the recruitment process.

Intention to leave

One in ten employees indicated they wanted to leave their current positions as soon as possible. Employees from some diversity groups are more likely to report an intention to leave.

Employees with disability report wanting to leave their agency as soon as possible at a higher rate than any other diversity group. This trend is also reflected in workforce separations recorded in the APS Employee Database, with employees with disability separating from their agency at a much higher rate than employees without disability.

The reasons employees from diversity groups report higher intention to leave their agency or increase rates of separation are not well understood. Improving retention of employees from diversity groups will require developing a better understanding of why they are choosing to leave.

In the financial year 2020-2021, 5.5% of the workforce separated from their role. Both First Nations employees (7.3%) and employees with disability (7.8%) had separated at higher rates than other employees.

Employee representation

2021 Performance against existing targets

+ 2021 APS Employee Census
* June 2021 APS Employee Database

Factors that influence employee representation statistics

Recruitment

Representation can be increased
by recruiting more people who
identify with diversity groups.
Provisions such as affirmative
measures, identified positions, and
RecruitAbility support recruitment
of a more diverse workforce.

Workforce fluctuations

Changes in the overall number of employees
can increase or decrease proportional
representation, even though the number
of employees who identify with
diversity groups remains the same.

Sharing diversity identification

Employees can choose with who,
when and where they share their identification
with a diversity group.

Changes in the number of employees choosing to
share this information in human resource systems
affectshow proportional representation is measured.

Separations

Representation is decreased when employees
leave. Proportional representation is particularly
affected when employees from diversity groups
leave at a higher rate than other employees.

Barriers reported by agencies^

Diversity and inclusion strategies, policies, and action plans are used to drive increase in employee representation.

98% of agencies reported that they would action at least one strategy deliverable for the APS-wide diversity and inclusion strategies^.

'It can be challenging for small agencies to resource diversity initiatives'

'There's competition for a limited pool of qualified candidates for specialist roles'

'It can be difficult to attract candidates from diversity groups'

'The limits placed on hiring by the ASL cap limit recruitment activities'

'The targets are ambitious'

'Location can affect workforce diversity'

^ 2021 Agency Survey

Case Study - Indigenous Employee Value Proposition

Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy 2020-24

Deliverable: In collaboration with Agency representatives, develop a public sector Aboriginal and/or Torres Strait Islander Employee Value Proposition, which aligns to the WOAG (Whole of Australian Government) Employee Value Proposition identified in the APS Review.

- Agency with responsibility: Australian Public Service Commission (APSC).

When considering the development of a public sector Indigenous Employee Value Proposition (IEVP) the Inclusion Group APSC, decided that a one-size-fits-all approach was not feasible due to the complexity of the Commonwealth and the diversity of First Nations peoples. The concept of a customisable IEVP tool seemed a more useful idea; assisting recruitment specialists and hiring managers to create compelling campaigns relevant to their agency, targeted for Affirmative measures (AM) - Aboriginal and/or Torres Strait Islander employment.

Human Centred Design principles were applied to the development of the tool concept and the initial consultation phase, which involved detailed conversations with seventeen Commonwealth agencies. We heard that the tool would only be as useful as the content sitting behind it and that the content would need to be robust and tested. Other outcomes of the conversations gave us a wealth of data about the barriers and enablers of AM recruitment activities.

Peak Corporate Solutions was engaged to work with us to develop the content which is to sit 'behind' the tool. Considerations of role location, classification and work type were explored to shape the content. A small project team was established including an advisor from the National Indigenous Australians Agency (NIAA), who is our partner agency in the implementation of the Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy 2020-24.

Content has been developed after 44 individual and small-group interviews were conducted across 20 Commonwealth agencies, academics, scholars and non-Government organisations. Also informing this development phase was extensive research involving talent competitors, State Governments, academic publications, non-government organisations and the recruitment documentation of several Commonwealth agencies.

As a result, an Indigenous Employee Value Proposition Tool for Hiring Managers has been developed which contains content templates, themes and suggested wording for use by recruitment teams, along with hints and checklists.

The IEVP Tool has been incorporated as one of the core resources within the APSC's AM Indigenous recruitment project. For access to the Affirmative measures recruitment hub on GovTeams, please email diversity@apsc.gov.au

Ultimately we would like to develop the tool into an interactive digital resource to assist in the creation of agency and role-specific EVPs to attract First Nations people to the Commonwealth.

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The attraction, recruitment and retention of employees from diversity groups plays a key role in building a more diverse and inclusive workforce.

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Childrens Services Coordinator PD - EXAMPLE ONLY 

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Childrens Services Coordinator PD - EXAMPLE ONLY 