Tag Archives: 07 Management and staffNovember 17, 2016
Staff development and training Aboriginal and Torres Strait Islander Legal Service (Qld) Ltd (ATSILS) deliver criminal, family and civil law services as well as community legal education, law reform, prisoner care services and a deaths in custody (and police complaints) monitoring …Read More Posted in Case Studies Tagged 07 Management and staff March 15, 2013
Waltja Tjutangku Palyapayi Aboriginal Corporation is a community-based organisation, working with Aboriginal families in remote Central Australia and the APY lands in South Australia. Waltja Tjutangku Palyapayi is Luritja language, meaning for “doing good work with families” and the name …Read More Posted in Case Studies Tagged 07 Management and staff February 28, 2013
- Create identified positions. If you want an Aboriginal and Torres Strait Islander person for a job, you can say so by making it a position identified for an Aboriginal or Torres Strait Islander person. Australian laws let you do this. But be clear about why you want an Aboriginal and Torres Strait Islander person for the job.
- Be transparent and accountable. Sometimes in communities everyone is related, so it’s hard to not see a job go to family, especially if they’re the ones qualified and interested in the job. The way to avoid a perceived conflict of interest is to have an open selection process, and ensure that any family members already working in the organisation are not directly involved in the interviews and appointment.
- Invest in tailored mentoring support and training. It’s no good getting local people into your workforce and then leaving them high and dry. Sometimes if a person isn’t used to the workforce but has enthusiasm and talent, they might need extra support. Appoint a mentor to work alongside them.
- Make accredited study available. Overcome the endless cycle of ‘training for nothing’ by focusing on completed study and accredited professional development for those ready for it. And make sure it then leads to relevant work.
- Create an employment and training plan and policy. Providing on-the-job, on-site training that is relevant to actual daily work significantly contributes to a person’s confidence and practical work skills. If you have an overarching plan and policy then it is more likely to get implemented.
- Hire young people to shadow staff, do work experience or work in public positions. This will encourage others to take a chance. But ensure they are properly supported and have a program of relevant work to enable them to build their confidence and skills.
- Acknowledge gender issues. Some areas of work may need to be done by either a man or woman. There may need to be training relevant to this work.
Many Aboriginal and Torres Strait Islander organisations are exploring ways to draw on all their staff knowledge, experience and ideas in order to make informed, credible decisions. Here are some tips from what they have tried.
- Regularity: Make staff consultation the standard rather than the exception. Engage staff in consensus building about issues when they are complex, and when their knowledge and expertise have the potential to boost the quality of the decisions.
- Early engagement: Involve staff in discussions at an early stage, rather than when a decision is all but made. Engage them in defining the problem, brainstorming possible solutions, assessing the risks, and choosing the best one.
- Clarity: At the outset clarify whether staff input is advisory or binding, and where staff input fits with respect to that of wider community members.
- Openness: Allow staff to raise valid concerns. Demonstrate a desire to learn and discuss issues, and a readiness to make changes based on sound decisions.
- Broad representation: Ensure that you hear not only from the ‘talkers’ (those who often dominate discussions) and the ‘biased’ (those who always express a personal ‘position’), but also from the ‘thinkers’ (quiet and insightful individuals, whose knowledge and ideas are often ignored).
- Efficiency: There are times to consult and there are times to get on with it. The desire to accommodate every view and hear everyone is laudable, but an effective manager knows when to stop ‘the talking’ and begin ‘the doing’.
- Follow-up: Integrate informed staff input into your decision making. But if you decide not to implement the group’s consensus or parts of it, let them know why, while expressing appreciation for their input. This is essential for team-building and morale.
Enabling staff to fulfil their roles means ensuring they are effectively managed and supported, have a framework of policies and values to work within, and have the skills and knowledge to do their jobs.
- having written HR policies, systems and rules in place and easily available to staff members so there is clarity around what everyone’s job is and what’s expected of them. See Topic 6 for more information
- having clear position descriptions for all your staff members. Make sure to include information about the term of their employment, specific responsibilities, relevant codes of conduct and cultural policies
- carrying out annual performance reviews with all staff members (individually and collectively) and reporting on this to the governing body. You should have a performance review policy, and ensure it is understood by staff and applied consistently
- developing a staff code of conduct that clearly outlines expected standards of behaviour and shared values. It creates a clear set of unambiguous expectations for actions in the workplace. Staff members should be able to contribute to and provide feedback on a staff code of conduct
- inspiring by doing. If the governing body and managers live by the policies and rules, then so will their staff members.
A performance review for an organisation’s top manager should focus on identifying their real achievements and contributions to outcomes, along with taking into account uncontrollable obstacles, in areas of their:
- roles and responsibilities
- corporate leadership and administration
- management of staff
- relationship with and support of the governing body
- accountability and reporting
- external relations
- planning and implementation
- financial, asset, infrastructure and resources management
- business management
- fundraising efforts.