1. WORKPLACE PROTOCOL
GUIDE FOR INDUSTRY AND
EMPLOYERS OF INDIGENOUS
QUEENSLANDERS

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INTRODUCTION
This protocol has been developed as a guide to assist industry and businesses in the recruitment,
induction, and retainment of Aboriginal and Torres Strait Islander employees. The employment of
Aboriginal and Torres Strait Islander people offers many opportunities and benefits for businesses
and can be a rewarding experience for both parties, not just from an economic perspective, but also
from cultural and social viewpoints.
The Indigenous cultures of Australia are the oldest living cultures in the world, with evidence of an
Aboriginal presence in Australia up to 60,000 years ago. There are many different Indigenous
cultures in Australia, made up of people from various Indigenous nations and speaking their own
languages. Before the arrival of the first fleet in 1788, there were approximately 700 languages
spoken throughout Australia. Consequently, what might be correct protocol for one Indigenous clan
may not be correct for another, while some communities have a mixture of clans and customs. In
addition, different regions and clans of Aboriginal and Torres Strait Islanders have experienced
different history with white settlement.
It is therefore important for an employer to understand the history and background of the
region/person they are employing as well as gain knowledge of the appropriate cultural protocols in
order to generate positive relationships in the community and between the employer and
Indigenous employee.
The following information is provided to raise awareness of some cultural issues that may be
encountered by the employer, and in particular, to provide strategies to ensure enjoyable and
sustainable employment for Indigenous employees and successful outcomes for the employer. As a
further resource, a directory is provided with links to further information relating not only to
employment issues, but also to history, cultures, and traditions.
RECRUITMENT
Employing an Aboriginal or Torres Strait Islander may well be of benefit to an employer, but where
do you start? Obviously, this depends on your business, your needs, your location and your plans.
Consider:
Writing job advertisements and position descriptions that have the best chance of attracting
interest from Indigenous participants: talk about the abilities needed to do the job, rather
than specifying qualifications; use plain English.
Developing relationships with organisations specialising in Indigenous employment, such as:
The local Job Services Australia provider (a network of private and community organisations
that help match people and jobs) and other employment service providers (see useful
resources guide).
The nearest Community Development Employment Project (CDEP) organisation.
The National Indigenous Cadetship Project links employers with students at diploma,
advanced diploma or undergraduate degree levels at TAFE, Registered Training
Organisations or Universities who are seeking work experience and potentially employment.
Contacting Australian Apprentice Centre Hotline 1800 639 629 regarding Indigenous
apprenticeships or trainees.
Contacting your local Group Training Organisation regarding Indigenous apprentices and
trainees they might have available.
Showcasing your business to Indigenous job seekers – Career Expos, information sessions,
other promotion and marketing.

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Developing a relationship with the local traditional owner group organisation and
community elders.
Use word of mouth.
INTERVIEWING
Despite having substantial abilities, some Indigenous jobseekers may lack industry awareness and
confidence. They may not initially understand questions and terminology. Take this into account
when interviewing:
Create a relaxed environment for interviews.
Be open, honest and sincere.
Allow sufficient time for responses.
Consider providing interview questions to applicants prior to the interview.
Understand the Indigenous interviewee may not wish to make direct eye contact.
Give the option for a support person to attend the interview, and be aware that sometimes
the support person may speak on behalf of the applicant.
Clearly communicate your expectations regarding the interview process, and the position
being offered.
Be flexible, interested in the person, and aware of cultural issues.
INDUCTION
Induction is an important opportunity to clearly communicate your expectations and to advise new
staff of their responsibilities. It is also time to inspire new staff to work with you. The Indigenous
employee’s first impressions are important. Induction could cover:
An overview of the organisation, its structure, its vision.
Occupational health and safety training.
Wages and conditions of employment.
Introducing new staff to others in the workplace.
Identifying mentors and workplace buddies.
Providing clear directions and guidance.
Explaining any training and employment options available to new staff.
Encourage communication if difficulties arise.
Be clear on expectations.
RETENTION
Your Aboriginal and Torres Strait Islander staff may not necessarily be familiar with the workplace
practices and culture of your business. Give people time to settle in to see how things are done. The
human factor is often the key to retaining Indigenous employees and helping them to make their
contribution to your business. Some suggestions:
On occasions an Indigenous employee may experience cultural obligations that impact on
work. Trust, respect and clear communication can help sort out these situations.
Some enterprises also develop strong connections with local communities and Indigenous
support structures, such as family and elders.
It is important that employers of Aboriginal people and Torres Strait Islanders are aware of
important annual events and celebrations, such as NAIDOC week, National Sorry Day, Mabo
Day, Coming of the Light, Reconciliation Week, days of respect such as “Sorry Business“ and
ceremonial duties. You embrace some of these important events in your organisation.
Build good working relationships and two-way communication, and have realistic
expectations and communicate them clearly.

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Offer cultural awareness training to all employees. If available, choose to employ a number
of Indigenous staff; this can be helpful in building shared participation and links with
Indigenous communities. It can also provide support when individuals are under pressure,
including pressure that may arise from meeting the needs of two cultures.
Be flexible - understanding and valuing different decision-making or preferred working styles
enables teams to function more effectively and co-operatively.
Outside service providers can be useful in providing third party mentoring.
Show interest in the work that is being performed and provide regular feedback and praise -
celebrate success.
MENTORING
Establishing mentors within the workplace has assisted many organisations to improve the
recruitment and retention of Indigenous employees. Mentoring is a partnership that supports
development and learning in the workplace by the sharing of experience and knowledge. This often
includes helping staff to identify their own learning needs and ways of meeting them through a more
experienced person. Considering the possible benefits of a mentoring approach you may want to
think about:
The importance of building relationships between mentor and employee based on mutual
respect and trust.
The mentor’s capacity to communicate effectively and work across cultures.
Any cultural factors that may impact on the mentor – employee relationship.
A mentor does not necessarily need to be a buddy.
A buddy system also works well for Indigenous workers as they have someone to talk to and
who cares about their emotional well being.
SORRY BUSINESS
The need for Indigenous staff to attend funerals
Non-Indigenous personnel may feel frustrated in this situation when work is disrupted. When an
Aboriginal person takes a week off for a funeral this can cause resentment. However, for most
Aboriginal people, attending funerals and taking part in the mourning process with their community
is very important. Attending the funeral of people they know and /or are related to (extended
family may mean a person has three grannies) ensures that the spirit of the person that has passed
away is put to rest properly. If they do not attend or the funeral is not done according to culture, the
spirit may cause the person problems. Funerals are also important family times. If a person didn’t
attend a funeral and spend time with the family, he/she may be seen as not valuing family. Take the
time to discuss with the worker the support he/she needs to fulfil his/her obligation.
COMMON ISSUES INDIGENOUS PEOPLE EXPERIENCE
Stereotyping
Stereotyping is gross over-generalisation about particular people or groups which are held
irrespective of their truth. Stereotyping arises when people ignore or rationalise away anything that
does not fit the image, while highlighting every small incident or experience that does.
Prejudice
Prejudice is a ‘pre-judgement’ of someone or something without relevant facts. Prejudice stems
from broad generalisations about a people or group/s used to justify negative feelings and attitudes
towards them. Prejudice is often used to lay blame for any difficulties experienced by people.

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Discrimination
Discrimination is the act of treating someone unfavourable because of some characteristic whether
race, age, sex, culture, religion etc. Discrimination usually comes from a prejudiced perspective and
goes against the people’s right of freedom of choice, freedom of expression, access to entitlements
and equality with others.
Differing protocols
Quite often, many non-Indigenous people are unaware of what is considered acceptable behaviour
when in contact with Aboriginal people and Torres Strait Islanders and this can be detrimental to the
communication processes used in consultation. It is also important to remember that one set of
protocols does not represent all Indigenous groups.
Eye contact
Aboriginal people traditionally do not always appreciate direct eye contact during conversations.
Direct eye contact can be interpreted as being aggressive for Indigenous people. For non-Indigenous
people, this is sometimes thought to be rude and often thought to be inattentive. As time goes on –
eye contact is becoming less of an issue but it still needs to be considered. This is more noticeable
when the person is feeling uncomfortable or stressed. Holding the head down looking at the floor
during an interview is a classic example of this. Never assume the person is not listening or
uninterested.
Language, Literacy and numeracy issues
If literacy is a problem, offer visual options within the education sessions, for example, handling
equipment, use pictorial resources such as videos or photos. Many Aboriginal people will tell you
‘they are good with their hands’ - so allow people to be hands on.
Language
Common local terms are frequently used within the Aboriginal communities. Community people
may refer to this as ‘mission’ language which will include a mixture of traditional words and local
‘slang’. You should:
Familiarise with common terminology.
Show an interest in the differences.
Refer to the common language where appropriate for education.
Observe correct protocol when using it – you often be guided your employee here.

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USEFUL RESOURCES GUIDE
Aboriginal and Torres Strait Islander Services
“Culture and heritage” (hotlinks can be viewed at):
http://www.atsip.qld.gov.au/everybodys-business/culture-heritage/
“Protocols for consultation and negotiation with Aboriginal people” (full PDF version can be
downloaded, printed and/or viewed at):
http://www.atsip.qld.gov.au/everybodys-business/protocols-
aboriginal/documents/protocols-for-consultation.pdf
“Protocols for consultation and negotiation with Torres Strait Islander people” (full PDF version can
be downloaded and viewed at):
http://www.atsip.qld.gov.au/everybodys-business/protocols-torres-strait-
islander/documents/minamir.pdf
“Employment and Workplace Relations Services for Australians”:
http://www.workplace.gov.au/workplace/Organisation/Businessassistance/Iwanttomakeadi
fferencebyemployingIndigenousAustralians.htm
“Engaging Queenslanders: Introduction to working with Aboriginal and Torres Strait Islander
communities”:
http://www.getinvolved.qld.gov.au/assets/pdfs/engaging-queenslanders-atsi-
communities.pdf
Cultural Awareness Training
“Australian Flexible Learning Framework”:
http://toolboxes.flexiblelearning.net.au/series9/907.htm