Aboriginal Human Resource Development Plan

Transcription

1 Aboriginal Human Resource Development Plan Valued Aboriginal Staff - Involved Aboriginal Communities - Successful Aboriginal Students The NSW Department of Education and Training (the department) is committed to improving employment and professional development opportunities for Aboriginal and/or Torres Strait Islander people (Aboriginal people) through the Aboriginal Human Resource Development Plan Aboriginal people are employed in a wide range of roles in the department including directors, principals, school executive, consultants, teachers, front office staff, support officers, development managers, policy and project officers and administrative staff. Between 2005 and June 2008 the representation of Aboriginal staff increased from 1.5% of our workforce to 2.3% (the department s Workforce Profile 30 June 2008 as calculated by the Department of Premier and Cabinet). Why is this important? The department has clear commitments and responsibilities for improving education and training for Aboriginal students. The Aboriginal Education and Training Policy, released in November 2008, affirms this commitment. The message from the Review of Aboriginal Education 2004 was that there is a clear connection between improved learning outcomes for Aboriginal students and the presence of and collaboration with Aboriginal staff and community in our workplaces. The sharing of knowledge and experiences between Aboriginal and non Aboriginal staff will effectively enhance the understanding of Aboriginal cultures and Aboriginal history and will ultimately enhance value and respect for all staff. Under the previous plan we exceeded the State Government benchmark of 2% representation of Aboriginal people. Schools, TAFE Institutes, regional and state offices developed flexible and varied initiatives to increase the number of Aboriginal staff - there was not a one size fits all approach. The plan is an enabling plan of the State Plan and the department s Strategic Human Resources Plan Strategic directions have been informed by the priorities of the Aboriginal Education and Training Policy and Strategy and the Workforce Diversity Policy and Plan The plan provides broad strategic directions to guide work areas in their workforce planning, goal setting and implementing programs and initiatives for building and retaining a high quality diverse workforce. What will the outcomes of the four focus areas look like? Inclusive workplaces which respect and value Aboriginal peoples and cultures; high quality Aboriginal staff in a range of roles; support for Aboriginal staff through professional development and career development and more Aboriginal staff moving into leadership positions. There is an emphasis on accountability to drive the goals of the plan. In early 2009, key performance indicators and ideas for implementation gathered from schools, TAFE NSW Institutes, regions and state office will be published online to assist with planning for the next three years. Online information, resources and good practice examples will be showcased. This plan is intended to be a dynamic document that reflects what we learn and adapts to our changing environment. We will review our progress through the department s Annual Report to the NSW Parliament. The message from the Review of Aboriginal Education is Aboriginal employment is core business, and all staff at all levels of the department have responsibilities to make the intended outcomes of the plan a reality. The Aboriginal Human Resource Development Plan takes the approaches that contributed to the successes of the previous plan to the next level.

2 Focus area: Build organisation wide leadership, commitment and accountability to drive the strategic directions of the Plan Demonstrate leadership and commitment to building a fair, equitable and inclusive workplace culture that respects Aboriginal staff as individuals and values their Aboriginality as a source of strength in the workplace Improve use of workforce data to inform planning for increased employment, retention and participation of quality Aboriginal people in positions across the department Continue to collaborate and seek partnerships with Aboriginal staff, parents, communities and community agencies Build a culture of accountability and continuous review and improvement to inform and update strategic directions of the plan. Ensure that all staff are aware of and understand the Aboriginal Human Resource Development Plan Leaders 1, managers and supervisors model and promote the Aboriginal Human Resource Development Plan as a vehicle for increasing and retaining quality Aboriginal staff to improve learning outcomes for Aboriginal students The Director-General s Aboriginal Education and Training Reference Group, advisory and consultative groups and high level working parties reflect representation of Aboriginal staff and community members Leaders, managers and supervisors demonstrate achievements in promoting an inclusive, fair and equitable workplace environment which respects Aboriginal peoples and cultures Outcomes of the plan are reported through senior officers to the Director-General, and presented in the Annual Report to the NSW Parliament. The Director-General reports to the Chief Executives Committee on Aboriginal Affairs. 1 Leaders refer to the Director-General and other senior staff including Senior Executive Service Officers, Senior Officers and Principals

3 Focus area: Create a fair and inclusive workplace culture Create work environments which welcome, value, promote and respect Aboriginal staff and the diversity, complexity and richness among Aboriginal cultures Ensure policies, procedures and workplace practices are fair and contribute to building a diverse and inclusive workplace culture Create a workplace culture that draws upon the capabilities and perspectives of its Aboriginal employees Assist leaders, managers and supervisors to build a more diverse workforce and an inclusive workplace culture. A fair and inclusive workplace culture is championed by the Director-General, driven by leaders, managers and supervisors Aboriginal staff are welcomed, supported and participate in decision making in their workplaces Aboriginal cultural education is mandatory for all staff through professional development using Building Cultural Competencies in Aboriginal Cultures Cultural inclusiveness and respect is evident in all work areas through day to day work practices Consultation and partnerships with the NSW Aboriginal Education Consultative Group Incorporated and local Aboriginal communities is evident Aboriginal cultural events are celebrated and protocols are followed in all work areas Achievements under the plan are recognised and good practice is promoted.

4 Focus area: Attract and select quality Aboriginal staff Continue to develop and implement innovative recruitment initiatives that attract and support quality Aboriginal applicants, including Aboriginal men Build knowledge and understanding of Aboriginal cultures and the department s Aboriginal education and training policies to enhance the capabilities of selection panel conveners and members to recruit the person who best meets the requirements of the job including identified and promotion positions Encourage the continued involvement of NSW Aboriginal Education Consultative Group Incorporated. members and/or Aboriginal community members in pre-employment support and selection processes for Aboriginal staff Build partnerships with other agencies and employment providers to attract quality Aboriginal staff Ensure that high quality Aboriginal staff are employed in schools, TAFE Institutes, regions and state offices Improve the representation of Aboriginal people in senior positions Recruit young Aboriginal people and recent graduates into positions to improve age diversity across the department. The department has an enhanced reputation as an employer of choice for Aboriginal people Increased number of Aboriginal staff employed in a broad range of positions across all areas of the department, including identified positions The representation of Aboriginal people across all salary levels in our workforce is maintained or exceeds the department s 2008 benchmark of 2.3% Increased participation of local Aboriginal community members in recruitment process Improved age diversity of Aboriginal staff.

5 Focus area: Develop capabilities, especially leadership, and retain quality Aboriginal staff Develop the capabilities of leaders, managers and supervisors to provide performance management, professional development and culturally appropriate support to develop the capabilities of Aboriginal staff Build the capabilities of Aboriginal staff through ongoing professional development opportunities and support mechanisms Utilise retention policies and strategies to retain quality Aboriginal staff Support the development of leadership capabilities and the career progression of Aboriginal staff. Improved management and leadership development opportunities for Aboriginal staff Increased representation of Aboriginal staff in supervisory, managerial and leadership roles across the department Professional development for Aboriginal staff is aligned to enhancing job performance and facilitating career progression Improved retention of Aboriginal staff through access to support mechanisms. Artwork: J O Sullivan