Indigenous employment in the professions in local government
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2016
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Tingey Holyoak, J.L.
Pisaniello, J.
Gunstone, A.
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Within local government there is an emerging body of good practice in Indigenous recruitment and retention. A key driver is recognition that strong relationships with Indigenous people based on respect, trust and recognition are critical to local governments’ success in its mission to support all members of their communities. However, there is still evidence that Indigenous peoples are significantly underrepresented in local government professions. This problem was highlighted in a recent SA-based pilot study by the project team which found that racism was a persistent issue at both the institutional and individual levels in councils and that research into the challenge of Indigenous recruitment and retention is urgently needed, including expanding research to engage other councils/key local government bodies at a national level where most impact can be made. In order to begin addressing this challenge and advance the current study, this project was supported by the University of South Australia’s Themes Scheme Seed Funding, in addition to in-kind by LG Professionals Australia, the peak body representing local government professionals across Australia. The project aimed to answer: What are the main challenges and barriers to recruiting and retaining Indigenous employees in local government in Australia? The project was undertaken through 3 phases: (1) Surveys of CEOs and HR managers in local government nationally; (2) Detailed international literature review of analogous areas to derive lessons and examples, and (3) In-depth best-practice case study to build on the platform of Phase 1 and 2 and develop preliminary guidance for policymakers and practitioners. Findings indicate that there is still a long way to go for closing the gap on professional employment outcomes for Aboriginal employees, especially in local government. According to the survey (Phase 1) results, there are still social, economic and political issues that form barriers to recruitment, racism issues that form barriers to retention and competitive and cultural issues that cause employee exit. An international document review (Phase 2) builds upon findings to identify elements of good practice to form a framework and continuum and Australian council case study (Phase 3) provides in-depth evidence of what works and what is needed, including more diversity in local government senior management. Outcomes have relevance for:•Universities – who need to communicate better with LG and promote it as a career through Aboriginal student centres and also align this with initiatives in TAFE (especially in accounting and finance where associate degrees are viable pathways) and secondary school – being innovative and flexible all along the education and promotions channels.•Professional bodies – who would benefit from the development of a specific Aboriginal LG Professional Australia to bring together all stakeholders but also provide direction on more rigorous fundamentals like anti-racism training.•Government – who require a LG Aboriginal workforce strategy with more focused targets and ways of achieving them supported by funding systems better aligned for Indigenous employment, especially in management and professional roles.
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Copyright 2016 University of South Australia