Cultural Capability Resource

A guide for small and medium-sized

businesses to build cultural awareness

and establish culturally safe workplaces.

Paving the Way

Welcome 2

Purpose 2

Quick Guide 3

First Nations Protocols 4

Know what Country you are on 4

Welcome to Country 4

When is a Welcome to Country required? 4

Is there a fee for a Welcome to Country? 4

What is an Acknowledgement of

TraditionalOwnersand Elders? 5

Benets of CulturalDiversity 6

Beneﬁts of employing First Nations people 6

Racism in the Workplace 7

Addressing racism 7

Racism toward First Nationspeoples 7

Unconscious bias 8

Examples of unconscious bias 8

Beneﬁts of addressing racism and unconscious bias 11

What is First Nations Cultural Capability? 12

What is cultural competence? 12

What is cultural safety? 12

Key actions to create a culturally safe workplace 13

Cultural Awareness 14

Beneﬁts for employee wellbeing 14

Beneﬁts for business performance 14

Cultural awareness training 15

What cultural awareness training covers 15

Implementing cultural awareness training 15

Cultural awareness in induction programs 16

Working with First Nations employees 17

Challenges experienced by FirstNations employees 17

Communication 18

Build Relationships 19

Do not assume cultural knowledge 19

Attracting and recruiting FirstNations employees 19

Preparing job advertisements 19

Advertising your roles 20

Remove unconscious bias 20

Assessment 20

Interviewing 20

Review your employment practices and policies 20

Onboarding First Nations employees 21

Supporting First Nations employees 22

First Nations mental health training 22

Managing dicult conversations 23

Managing expectations 23

Managing performance 24

Mentoring 25

Cultural Load 25

Cultural Leave and Recognition of Cultural Events 26

Sorry business 26

First Nations Engagement Across the Business 27

Developing a First Nations Engagement Strategy 27

What is included in a First Nations

engagementstrategy? 28

Reconciliation Action Plan 28

Culturally Important Dates 29

Glossary and FAQs 30

External Resources 32

Contents

Acknowledgement of Country

The Queensland Government respectfully acknowledges the Traditional Owners of

thelands and seas from across Queensland. We pay our respects to the Elders past

andpresent, for they hold the memories, the traditions, the culture and hopes of

Aboriginal and Torres Strait Islander peoples across the state.

A better understanding and respect for Aboriginal and Torres Strait Islander

culturesdevelops an enriched appreciation of Australia’s cultural heritage and can

leadtoreconciliation. This is essential to the maturity of Australia as a nation and

fundamental tothe development of an Australian identity.

Paving the Way Cultural Capability Resource



Building a culturally safe workplace for all employees starts with good

policies and practices and creating a supportive environment for your

workforce. Developing the skills to build awareness, competency, and

cultural safety takestime and is part of a journey.

Things you can do to help you get started:

Know and acknowledge what Country your business is on.

Include an Acknowledgement of Country on your website and/or in your oce space.

Review your employment practices and policies, with a focus on removing potential

barriers and creating opportunities for First Nations peoples.

Review your recruitment and selection processes to ensure they are inclusive for all people.

Raise awareness of racism and unconscious bias in the workplace.

Provide cultural awareness training for your sta to build an understanding of

FirstNations peoples.

Get to know your employees, the way they work and how they like to communicate

tohelpbuild trust and engagement.

Consider developing a mentor program for First Nations employees to provide cultural

support and guidance in the workplace.

Educate your workforce on Aboriginal and Torres Strait Islander cultures.

Share information about First Nations culturally important dates and encourage

individuals to attend events such as NAIDOC Week and National Reconciliation Week.

Consider developing a First Nations engagement strategy and/or a Reconciliation Action

Plan to demonstrate your commitment to reconciliation with First Nations peoples.

Consider how you engage with First Nations people through your work, including your

supply chain and subcontractors.

These actions are not exhaustive – rather, they are provided to help you start your cultural

capability journey. This resource provides more detailed information on each of these activities,

with suggested actions for your business.

This Cultural Capability Resource has been

developed for employers and employees within

small and medium-sized enterprises (SMEs)

in Queensland. It provides practical tools and

information to build awareness and cultural

safety in your workplace, provide support

to FirstNations employees and help your

organisation to be better positioned to respond

to your workforce needs, now and into the future.

Please note that First Nations peoples, Aboriginal and/

or Torres Strait Islander peoples and Indigenous peoples

will be used interchangeably throughout this resource.

PurposeWelcome Quick Guide

Building cultural capability within your

organisation is a continual process,

encompassing cultural awareness,

culturalcompetence, andcultural safety.

This resource has been developed to help guide you and

your business on its journey and should be considered as

a starting point. Once you have begun to embed cultural

capability, we encourage you to consider actions beyond

what is contained in this resource, and those that might

best suit your business.

The Cultural Capability Resource is a key action under

the Queensland Government’s Paving the Way – the First

Nations Training Strategy. The Strategy includes actions

that address First Nations-led training and workforce

solutions, skills and training pathway opportunities,

and cultural awareness skills and competency.

For more information on Paving the Way – the First

Nations Training Strategy go to

desbt.qld.gov.au/ﬁrst-nations-training

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource



The protocols of providing a Welcome to

Country or an Acknowledgement of Country

arenot new practices. They have been part

of First Nations cultures across Australia

for thousands of years and are of great

signiﬁcanceto many First Nations peoples.

Know what Country you are on

It is important to know and acknowledge the Aboriginal

or Torres Strait Islander Country you are on. To ﬁnd out

what Country your business is located on, you can:

• explore the Map of Indigenous Australia provided by

the Australian Institute of Aboriginal and Torres Strait

Islander Studies (AIATSIS)

• check in with local Elders/Traditional

Owners/community

• check with the local land councils.

Welcome to Country

AWelcome to Countryis a protocol where First Nations

Traditional Owners or Custodians welcome others to the

land of their ancestors. The ceremony is carried out at

signiﬁcant events and formal functions involving people

from other parts of the country or from overseas.This

practice shows respect for the Traditional Owners and

Elders of a particular area or region.

When is a Welcome to Country required?

A Welcome to Country should be conducted at major

functions such as:

• openings of festivals

• award programs

• conferences

• signiﬁcant community engagement forums.

A Welcome to Country should be incorporated into events

where Aboriginal and/or Torres Strait Islander issues,

programs or services are being promoted.

Is there a fee for a Welcome to Country?

Most Traditional Owner groups or representative groups

will require a nominal fee to cover the cost of conducting

the Welcome to Country ceremony. AWelcome to Country

that includes a traditional dance or smoking ceremony

will generally involve a more substantial payment.

What is an Acknowledgement of

Traditional Owners and Elders?

TheAcknowledgement of Traditional Owners and Elders

diers from a Welcome to Country in that it canbedelivered

by both Indigenous and non-Indigenous peoples.

This practice demonstrates respect for First

Nations cultures and recognises the importance of

acknowledgingTraditional Owners and Custodians

oftheland and/or sea.

A master of ceremonies either introduces the Traditional

Owner or Custodian representative to provide a Welcome

to Country or makes an Acknowledgement of Traditional

Owners and Elders. Other key speakers and participants

may wish to take the opportunity to also precede their

discussions with an Acknowledgement.

A short pause should be taken after the

acknowledgement as a sign of respect before

proceedings continue.

An example of an Acknowledgement of Traditional

Owners and Elders isprovidedbelow.

First Nations

Protocols

We respect the traditions, values

and cultures of Aboriginal and

Torres Strait Islander people and

we acknowledge their role as the

TraditionalOwners and Custodians of

CountrythroughoutAustralia.

We respectfully acknowledge

the[NameoftheGroup if known]

TraditionalOwners of the land[and/or

sea]onwhich this eventistakingplace

andElders both past andpresent.

We acknowledge their continuing

connection toland, culture,

andcommunity.

Paving the Way Cultural Capability Resource



Cultural diversity fosters an inclusive and

innovative workplace culture thatcan drive

long-term success and growth for both your

employees andyourbusiness.

A work environment that fosters cultural diversity

recognises and respects the unique perspectives,

experiences, and knowledge that employees from

diversebackgrounds, including First Nations individuals,

bring to the workplace. When employees with diverse

cultural backgrounds collaborate, they can oer unique

insights, approaches, and ideas that may not have

otherwise beenconsidered.

Employing First Nations peoples promotes cultural

diversity in the workplace, contributing to a more

inclusive environment. Cultural diversity promotes

abroader perspective, encourages creativity,

improvesdecision-making, and enhances a business’s

ability to connect with a diverse range of customers

andstakeholders.

In addition to the beneﬁts, employing First Nations

peoples can have positive beneﬁts of wellbeing as well as

social impact beneﬁts,supporting improved stakeholder

relationshipsand engagement.

Benets of employing First Nations people

• Cultural diversity and inclusion: First Nations peoples

enrich the workplace by adding cultural diversity and

fostering a more inclusive environment. The diverse

cultural backgrounds, traditions, and ways of knowing

of First Nations peoples bring dierent perspectives

that can challenge conventional thinking and enhance

problem-solving.

• Community engagement and partnerships: Employing

First Nations peoples fosters stronger connections

with local Indigenous communities. This engagement

can lead to partnerships, collaborations, and

mutually beneﬁcial relationships with Indigenous

organisations and businesses, enhancing social

responsibility and promoting cultural awareness.

• Improved employee engagement: Culturally diverse

and aware organisations tend to have higher levels

of employee engagement. When employees feel

included, respected, and appreciated for their cultural

identities, they become more committed to their work

and the organisation’s goals. Increased engagement

leads to higher productivity, improved performance,

and a positive impact on the bottom line.

• Greater customer and stakeholder relationships: In

business sectors that work directly with Indigenous

customers or stakeholders, such as service providers,

labour hire, mining and resources, and construction,

employing First Nations peoples can lead to improved

relationships, trust, and cultural competency.

• Reconciliation and social impact: Supporting

Indigenous employment aligns with the broader

goals of reconciliation, equity, and inclusion. It also

demonstrates a commitment to addressing historical

injustices and working towards a more equitable

society, while also creating positive social impacts

and breaking down systemic barriers.

The beneﬁts of cultural diversity are further enhanced

when there is a focus on building cultural awareness

across the workforce. Thesebeneﬁts are outlined in the

section onCultural Awareness.

The Diversity Council of Australia (DCA)

deﬁnesracism as “when an individual or

organisation with race-based societal power

discriminates, excludes or disadvantages

a racially-based person because of their

race, colour, descent, nationality, ethnicity,

religionor immigrant status. Racism can be

conscious or unconscious, active or passive,

obvious orsubtle.”

Racism can be:

• interpersonal: a person’s beliefs, attitudes and

actions that discriminate, exclude or disadvantage

people from racially marginalised groups, and

• systemic: organisational policies, procedures and

practices that directly or indirectly discriminate,

exclude, or disadvantage people from racially

marginalised groups.

The DCA provides a range of resources and videos

tohelp organisations identify and address racism

intheworkplace.

Addressing racism

First Nations peoples have historically faced

discrimination, dispossession, and marginalisation.

This has led to ongoing disparities in employment

and education opportunities. Racism in the workplace

towards First Nations people is still a signiﬁcant issue.

Racism can also be unconscious, where a person isn’t

aware that they have negative attitudes and stereotypes

towards dierent racial groups, often without conscious

awareness. These biases can inﬂuence perceptions,

decisions, and actions, perpetuating systemic inequities

and perpetrating unintentional harm. Understanding and

addressing unconscious and overt racism is an important

step toward fostering inclusivity, equality, and social

justice in our societies.

Racism toward First

Nationspeoples

Many First Nations peoples report experiencing racism

inthe workplace, including:

• being overlooked for promotions

• receiving lower pay than their non-Indigenous

colleagues

• being subjected to racist jokes or comments

• experiencing prejudice from customers/clients.

These experiences can have a signiﬁcant impact on

an individual’s mental health and job satisfaction

and contribute to ongoing cycles of poverty and

disadvantage.

Businesses that are committed to providing a safe and

inclusive workplace will actively address racism in the

workplace towards First Nations peoples. To address

racism in the organisation, leaders should:

• provide training for leaders and supervisors on

howtoaddress and resolve racism and exclusion

inthe workplace

• provide training to all sta on what constitutes racist

behaviour and how to respond appropriately to a

person raising concerns

• develop and promote racism complaint procedures

and anti-discrimination compliance training.

In addition, to promote an understanding of First Nations

peoples, organisations should:

• deliver cultural awareness training tailored to the

needs of the industry and employees, to build cultural

capability across the organisation

• implement policies and procedures that support

diversity and inclusion

• promote diversity and inclusion through

acknowledgement of First Nations cultures,

development of First Nations engagement strategies

and/or Reconciliation Action Plans.

Benets of

CulturalDiversity

Racism in the

Workplace

A culturally diverse organisation can have

positive impacts on business performance.

Cultural diversity can drive innovation, market

expansion, decision-making eectiveness,

employee engagement, and customer

satisfaction. Embracing and leveraging

culturaldiversity can provide your business

witha competitive advantage and contribute

tolong-term business success.

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

6 

Unconscious bias

Unconscious biases are often ingrained in our cultural

and social upbringing and can inﬂuence our perceptions

of certain groups of people, including First Nations

peoples in Australia.

Examples of unconscious bias

Unconscious biases can aect our judgement and may

cause people to make decisions in favour of one person

or group to the detriment of others. Unconscious biases

can reveal themselves in the workplace in dierent ways,

such as:

• Stereotypes and preconceptions: First Nations

peoples may face stereotypes that portray them

asless competent, educated, or capable than their

non-Indigenous colleagues. These stereotypes can

lead tothe perception that they are not suitable for

certain roles or advancement opportunities.

• ‘Like Me’ bias: People may have a natural tendency

togravitate towards people who are like them

in termsof background, culture, or experiences.

This bias can lead to a preference forpromoting

or supporting individuals who share similar

characteristics, unintentionally excluding First

Nationsemployees.

• Lack of familiarity: Unfamiliarity with Aboriginal

and Torres Strait Islander cultures, histories, and

perspectives can lead to biases based on ignorance

or misunderstandings. Lack of awareness about First

Nations traditions and values can create barriers and

limit opportunities for First Nations employees.

• Halo or horn eect: Unconscious biases can also be

inﬂuenced by an employee’s overall perception of

a person. For example, if a First Nations employee

has made a mistake or received criticism in the past,

it may lead to a negative perception that aects

future promotion or development opportunities,

overshadowing their other skills and achievements.

• Tokenism: Tokenism occurs when an individual

or group is included or promoted to create an

appearance of diversity or inclusivity without

genuinely valuing their contributions. First Nations

employees may face situations, where their presence

is seen as a symbolic gesture rather than a true

recognition of their abilities and potential for growth.

• Assumptions about cultural commitments:

Unconscious biases may also lead to assumptions

about First Nations employees’ cultural commitments

and obligations, which can create barriers to

their career advancement. For instance, assuming

First Nations employees will prioritise community

responsibilities over professional development

opportunities without considering their individual

aspirations and goals.

• Lack of role models: Limited representation of First

Nations leaders or mentors within an organisation

can reinforce unconscious biases. If individuals

do not have positive role models to observe and

interact with, they may subconsciously question their

potential for success and growth.

These biases can also aect employment and education

opportunities, leading to a cycle of disadvantage and

marginalisation. It’s important to note that these

biases are unintentional and often arise from societal

stereotypes and historical contexts. Raising awareness

about unconscious biases and implementing strategies

to mitigate their inﬂuence is crucial for creating a fair and

inclusive work environment.

How do I address unconscious bias?

Unconscious bias exists in everyone, what is important is

to understand how it may impact the way you work, and

the decisions you make. To address unconscious bias,

businesses need to raise awareness about its existence

and eects through education and training programs that

assist leaders, employees and stakeholders recognise

their biases and develop strategies to address them.

Ensure policies and practices are designed to be inclusive

and culturally responsive to First Nations peoples’ needs

and perspectives. Businesses can take several steps to

address unconscious bias and promote a more inclusive

and equitable work environment.

Some eective strategies include:

• Review and revise policies: Review your policies

in consultation with an external Aboriginal and

Torres Strait Islander subject matter expert to

bring to light any potential unconscious biases

in your work practices. Consider how policies

related to promotions, performance evaluations,

and professional development can be adjusted to

minimise the inﬂuence of unconscious bias.

• Education and training: Provide comprehensive

training on unconscious bias and its impact on

decision-making processes. This training should

raise awareness, challenge stereotypes, and

provide practical strategies for mitigating bias in the

workplace.

• Diverse hiring and promotions: When implementing

strategies to increase diversity in recruitment and

promotion processes, establish clear criteria and

evaluation methods that focus on skills and potential

rather than relying solely on subjective judgements.

Consider implementing blind recruitment techniques,

such as removing names and personal information

from resumes during initial screening.

• Accountability and transparency: Hold decision-

makers accountable for recruitment decisions and

addressing unconscious bias. Establish transparent

and inclusive processes for promotions and

development opportunities, ensuring that decisions

are based on merit and fair evaluation criteria.

• Diversity and inclusion committees: Form internal

committees or working groups focused on diversity

and inclusion. These committees can develop

initiatives, policies, and practices to combat bias,

provide guidance to employees, and monitor progress

toward inclusion goals.

• Mentoring and sponsorship programs: Establish

mentoring and sponsorship programs that connect

individuals from underrepresented groups, including

First Nations employees, with senior leaders who

can provide guidance, support, and advocacy. These

programs can help break down barriers and provide

opportunities for career growth.

• Ongoing evaluation and improvement: Continuously

evaluate the eectiveness of initiatives and strategies

implemented to address unconscious bias. Collect

feedback from employees, measure progress, and

adjust as necessary.

By actively addressing unconscious bias, businesses can

create a more equitable and inclusive work environment

where all employees have equal opportunities to thrive

and succeed.

Unconscious biases are deeply ingrained stereotypes or

prejudices someone can have without being aware of.

Thesebiases can inﬂuence attitudes, understanding, actions

and decision-making, including those related to promotions

and professional development opportunities.

Unconscious bias can be harmful and can lead to discrimination,

disengagement and negatively impact the performance of First

Nations peoples in the workplace.

Addressing unconscious bias is an important step towards

promoting equity and social justice for Aboriginal and Torres Strait

Islander peoplesin Australia.

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

8

Lateral Violence in First Nations Communities

Lateral violence, also referred to as internalised

colonialism, happens when people who have been

oppressed for a long time feel powerless, and

unleashtheir fear, anger and frustration against

theirown community members rather than against

their‘oppressor’.

For First Nations communities, lateral violence is a part

of a larger cycle of historical trauma, such as the impacts

of colonisation, dispossession, and forced assimilation,

which continue to play a role in perpetuating lateral

violence. Additionally, social and economic disparities,

limited access to resources and opportunities, and

systemic racism also contribute to the frustration and

power imbalances that can fuel lateral violence.

In practical terms, lateral violence refers to the

harmful behaviours, such as bullying, gossiping, and

undermining, that occur as a response to ongoing

systemic oppression.

These behaviours can occur both in the community and

inthe workplace.

Impact of lateral violence

Lateral violence has severe consequences for individuals

and communities, perpetuating cycles of violence and

trauma. According to the Australian Human Rights

Commission (AHRC), lateral violence undermines

community cohesion, erodes trust, and hinders collective

eorts toward empowerment and self-determination.

For First Nations employees, lateral violence may impact

their performance and wellbeing at work, this includes:

• Decreased productivity: Employees who experience

or witness lateral violence may become demotivated,

distracted, and less engaged in their work as

their focus shifts from tasks and goals at work, to

managing conﬂicts and navigating hostile interactions

in the community or workplace.

• Increased turnover and absenteeism: Individuals who

experience or observe lateral violence may choose

to leave the workplace to seek a healthier and more

supportive environment. This turnover disrupts

team dynamics, recruitment and training costs, and

impacts workplace morale.

• Poor mental health and wellbeing: Lateral violence

takes a toll on employees’ mental health and

wellbeing. It creates a stressful and emotionally

draining atmosphere, leading to increased levels

of anxiety, depression, and burnout. The negative

impact on mental health can further exacerbate

absenteeism and decrease employee satisfaction.

• Impacted interpersonal relationships: Lateral

violence also erodes trust and damages interpersonal

relationships among colleagues. It creates an

environment of suspicion and hostility, hindering

eective communication, collaboration, and

teamwork. Employees may hesitate to seek support

orshare ideas, based on their experience at

home, or in the community, leading to decreased

innovationand problem-solving.

• Decreased employee engagement and satisfaction:

Lateral violence undermines employee engagement

and job satisfaction. When employees do not feel safe

or respected at work or home, their commitment and

loyalty may be aected. This can result in a lack of

enthusiasm, decreased productivity, and a negative

impact on the overall organisational culture.

Understanding and addressing lateral violence

Managing the impact of lateral violence begins by:

• Recognising lateral violence as a response to

structural oppression and developing eective

interventions.

• Developing community-led approaches to

engagement, cultural healing practices, and trauma-

informed frameworks that support your employees

and stakeholders.

• Promoting culturally safe spaces, fostering supportive

relationships, and providing workplace support to

First Nations and non-Indigenous employees.

Benets of addressing racism

and unconscious bias

Providing a workplace that calls out racism and

addresses unconscious bias in the workplace can

have several positive impacts on the business

including employee engagement, productivityand

staattendance.

By taking action to educate about racism and bring

awareness to unconscious bias you willcreate a more

inclusive andequitablework environment, boosting

employeemorale and engagement.

• Fostering an inclusive environment where all

employees feel respected and valued can create

a sense of belonging and psychological safety.

Whenemployees are free from the negative

eects ofracism, they can fully engage in their

work, contribute their diverse perspectives, and

collaborateeectively with their colleagues.

This heightened engagement leads to increased

productivity, improved teamwork, and a positive

impact on the organisation’s bottom line.

• When your employees feel valued, respected,

andsupported, they are more likely to be

motivated, productive, and committed to their

work.Addressingracism fosters a sense of

belongingandencourages individuals to bring

theirauthentic selves to the workplace.

• A by-product of creating a more inclusive and

equitable work environment is a culture of respect

and trust among employees and reduced turnover.

When individuals feel safe to express their opinions,

share ideas, and challenge each other constructively,

collaboration and teamwork ﬂourish. This leads

to more eective communication, better decision-

making, and improved overall performance.

• Eorts to address racism in the workplace also

contribute to improved sta attendance and retention

rates. When employees feel valued, respected, and

supported, they are less likely to leave. Not only does

this foster loyalty, but it can also increase productivity

and performance. When employees feel supported

and empowered to perform their best, productivity

and overall performance tend to improve. Reducing

turnover also saves recruitment and training costs

andhelps maintain corporate knowledge.

Fostering an inclusive workplace

that addresses racism helps create

a psychologically safe environment

that allows employees to focus on

their work without the added burden

of discrimination or bias. This, in turn,

positively impacts the business’s bottom

line by optimising eciency and output.

Paving the Way Cultural Capability Resource



What is First Nations

Cultural Capability?

Cultural capability includes cultural

awareness,cultural competence and

culturalsafety. It’s a continuous learning

process – it isn’t achieved after a single

training session.

In practical terms, cultural capability refers to the ability

of individuals and organisations to eectively interact

and work with people from diverse cultural backgrounds.

It encompasses a range of skills, knowledge, and

attitudes that enable individuals and organisations

to understand, respect, and appreciate the cultural

dierences of First Nations peoples, and to adapt their

behaviour and practices to better engage with people

from dierent cultures.

Cultural capability is a critical component of creating

inclusive and respectful workplaces and communities

that value and celebrate the unique cultures and histories

of First Nations peoples. It is essential for promoting

diversity, equity, and reconciliation in Australia.

What is cultural competence?

Cultural competence is an element of cultural capability

and refers to the ability to understand, appreciate,

and eectively interact with individuals from diverse

cultural backgrounds. It involves having the knowledge,

awareness, and skills to navigate and respect cultural

dierences and promote inclusivity.

Cultural competence is an ongoing process that requires

continuous learning, self-reﬂection, and a commitment to

fostering inclusivity. By developing cultural competence,

individuals and organisations can enhance their ability

to engage eectively and respectfully with First Nations

peoples and employees from all cultural backgrounds.

What is cultural safety?

Cultural safety is about creating and maintaining an

environment where all people are treated in a culturally

respectful manner. It requires everyone to be aware

of the impact of their own culture, cultural values and

biases. By promoting cultural safety, employers can

helpto address historical and ongoing injustices,

promote reconciliation, and build a more inclusive

andequitable workplace.

For First Nations peoples, a culturally safe workplace:

• is safe, respectful and inclusive

• values, acknowledges and appreciates their

culturalpractices, beliefs and traditions

• does not challenge or deny their identity

andexperience.

Cultural safety recognises that First Nations employees

may have experienced historical and ongoing

discrimination, racism, and trauma, and that their

cultural identities and values may dier from those

ofnon-Indigenous employees.

Understanding the perspectives

of First Nations peoples

Cultural safety is about creating a workplace culture

that is supportive of First Nations employees, and

that provides opportunities for their professional and

personal growth. This can involve:

• oering ﬂexible work arrangements to accommodate

cultural obligations (such as sorry business)

• providing access to culturally appropriate

health services and support (such as employee

assistanceprograms)

• promoting First Nations leadership and

mentoringprograms.

Your approach to cultural safety may be dependent on

your industry and the roles being performed by your

FirstNations employees.

At a minimum, all businesses should provide

opportunities for their employees to undertake cultural

awareness training to build an understanding of

the history of First Nations peoples and the power

imbalances that exist between First Nations and

non-Indigenous peoples in Australia. This includes

acknowledging and addressing the ongoing impacts of

colonisation and discrimination on Indigenous peoples

and working to create a safe and supportive workplace

culture that empowers FirstNationsemployees.

Key actions to create a

culturally safe workplace

Cultural safety requires employers and colleagues

to understand First Nations cultures, histories, and

perspectives, and take steps to address any unconscious

biases, stereotyping, or microaggressions (everyday subtle

instances of racism) that may be present in the workplace.

It also requires a recognition that cultural safety is a shared

responsibility, and that all employees have a role to play in

creating and maintaining a culturally safe workplace.

Some speciﬁc actions that businesses can do to helpcreate

a culturally safe workplace for their employees include:

• provide cultural awareness training for all employees

to increase their understanding and appreciation of

First Nations cultures and histories

• develop policies and procedures that reﬂect First

Nations perspectives and values, and are designed to

support and empower First Nations employees

• ensure First Nations employees are represented at

all levels of the organisation, including in leadership

positions. When ﬁrst engaging with First Nations

employees, be sure to communicate the career paths

available to all employees, in addition to any First

Nations speciﬁc mentor or support programs.

• provide opportunities for First Nations employees to

engage in cultural activities and to contribute to the

development of cultural programs and initiatives and

encourage non-Indigenous employees to attend

• involve First Nations employees in decision-

making processes that aect them (such as

developing Reconciliation Action Plans, First

Nations EngagementStrategies and/or First Nations

employment programs)

• create a workplace environment that is free from

racism, discrimination, and harassment through the

communication of workplace values.

Creating cultural safety requires a collective eort and a

commitment from all individuals within a business. By

implementing these actions and embracing a culture of

cultural safety, you can create a workplace environment

that is welcoming, supportive, and empowering for First

Nations employees.

“Cultural safety means being able to practise your culture

free of ridicule or condemnation. It occurs when a workplace

acknowledges, respects, and accommodates dierence.”

Gari Yala report

Building cultural capability involves

developing an awareness of one’s

own cultural biases, assumptions, and

perspectives, and being open to learning

about and understanding the cultural

perspectives of First Nations peoples.

It also involves developing eective

communication skills that can bridge

cultural dierences, such as active

listening, asking clarifying questions,

and using appropriate nonverbal cues.

Did you know?

Creating a culturally safe workplace and

promoting an inclusive workplace can lead

to increased engagement, productivity,

and job satisfaction for all, as well as

improved organisational outcomes.

12 13

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Building cultural awareness in the workplace

can have signiﬁcant beneﬁts for both employee

wellbeing and business performance.

Benets for employee wellbeing

• Increased sense of belonging: Cultural awareness

fosters an inclusive environment where employees

from Aboriginal and Torres Strait Islander and other

diverse backgrounds feel valued, respected, and

included. This sense of belonging can reduce feelings

of isolation, promoting a supportive network, and

creating a positive work atmosphere

• Reduced bias and discrimination: Building cultural

awareness helps combat bias, stereotypes, and

discriminatory practices in the workplace. By

promoting understanding and empathy, it contributes

to a fair and equitable work environment where

Aboriginal and Torres Strait Islander employees feel

safe, appreciated, and free from discrimination.

Thisfosters psychological safety and promotes

overallwellbeing.

• Enhanced emotional intelligence: Cultural

awareness helps to cultivate emotional intelligence

by encouraging individuals to understand and

manage their own emotions as well as recognise

and empathise with the emotions of others.

The development of emotional intelligence, or

EQ, is crucial for building strong relationships,

resolving conﬂicts, and creating a supportive work

culture, leading to improved employee mental and

emotionalwellbeing.

Benets for business performance

• Diverse perspectives and innovation: A culturally

diverse and aware workplace encourages the

inclusion of diverse perspectives in decision-making

processes and problem-solving. By considering a

wide range of viewpoints, organisations can foster

creativity, innovation, and adaptability. This leads to

the development of unique ideas, improved products

or services, and a competitive edge in the market.

• Eective collaboration and teamwork: Cultural

awareness facilitates eective collaboration

among teams with diverse cultural backgrounds.

Employees with cultural competency can navigate

cultural dierences, communicate eectively, and

build strong working relationships. This promotes

teamwork, cooperation, and synergy, resulting in

higher productivity and the successful achievement

ofbusiness goals.

• Enhanced customer relationships: Cultural awareness

enables organisations to understand and connect with

their diverse customer base more eectively. When

employees are culturally sensitive and can adapt their

approach to dierent cultural contexts, they can build

stronger customer relationships, anticipate needs,

and provide tailored solutions. Positive customer

relationships lead to customer loyalty, repeat

business, and increased revenue.

• Attraction of global opportunities: In a globalised

business landscape, cultural awareness is vital for

organisations seeking international expansion or

partnerships. By understanding and respecting

cultural nuances, organisations can navigate global

markets successfully, establish fruitful collaborations,

and seize international business opportunities.

• Positive employer branding: Businesses that prioritise

cultural awareness and promote reconciliation create a

positive employer brand that attracts top talent. When

potential employees perceive a company as inclusive,

respectful of diversity, and committed to cultural

awareness, they are more likely to choose it as their

preferred employer.

Cultural Awareness

Cultural awareness training

Cultural awareness training helps individuals and

organisations to develop an understanding of the cultural

dierences that exist in Australian society, particularly those

that relate to First Nations peoples. Cultural awareness

training aims to increase knowledge and understanding of

the dierent cultural practices, beliefs, values, and norms

of First Nations peoples, and to promote respect, empathy,

and understanding across cultural boundaries.

Cultural awareness training provides non-Indigenous

employees and leaders with the opportunity to:

• understand the cultural dierences of First

Nationspeoples

• understand the unique lived experiences and cultural

identities of individuals, and families

• understand the impact of historical policies on First

Nations peoples, identity, and their communities, and

• learn the best way to engage or build respect and

relationships with First Nations peoples.

What cultural awareness training covers

Cultural awareness training can take dierent forms,

depending on the speciﬁc needs and goals of the individual

or organisation and can be delivered through in-person

workshops, online courses, or other forms of interactive

learning. The training may cover a range of topics, including:

• the histories and cultures of Aboriginal and Torres

Strait Islander peoples

• stereotypes, biases, and cultural misunderstandings

that can arise in cross-cultural interactions

• communication styles, nonverbal cues, and other cultural

dierences that can impact workplace relationships

• strategies for promoting cultural awareness and

inclusion in the workplace.

It is often used by employers to help employees to work

more eectively with colleagues and customers from

diverse cultural backgrounds and promotes cultural

understanding and respect. Cultural awareness training

is a key component of eorts to build more inclusive

workplaces for First Nations and non-Indigenous employees

and to address issues of racism, discrimination, and social

inequality.

Implementing cultural awareness training

Building the cultural capability of the business starts

with the business leadership. Therefore, to eectively

implement cultural awareness training, ensure training is

provided to all levels of the organisation. At a minimum,

cultural awareness training should be delivered to:

• Leadership (including Board level if your business

hasone)

• Management / supervisors / front line team leaders

• all sta.

It should be supported by workplace policies, such as

a code of conduct, anti-discrimination and anti-racism

policies, and grievance or complaints procedures.

Where possible, engage an Indigenous business and/or

local First Nations community to help design and deliver

your training. This ensures the tone and content of the

training is culturally appropriate.

Cultural awareness training delivered in person, and on

Country where possible, is likely to have a greater impact

on your employees. Consider the way to engage your

sta and the best approach for their needs. Subject to

the size and location/s of your business, you may need

to consider a combination of training styles to meet the

needs of the business.

There are many First Nations businesses that can assist

with designing and implementing a training program to

help build the cultural awareness and cultural safety of

your workplace.

Implementing cultural awareness training in a small business

can help create a more inclusive and culturally sensitive

workenvironment. It is also a key element for building a

culturally safeworkplace.

14 15

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Cultural awareness in induction programs

If just starting out, including cultural awareness within

your workforce induction program. Cultural awareness

induction training introduces your workforce to

Aboriginal and Torres Strait Islander cultures and can

provide a better understanding of cultural heritage for

those organisations working on Country such as those in

the mining, resources, and construction industries.

A cultural awareness induction program should include,

as a minimum:

• a Welcome to Country video from a Traditional Owner/

Elder or Acknowledgement of Country

• important information about the local Traditional

Owners of the land/Country

• what the Traditional Owners expect from the visitors

who are working on their land/Country.

Additional information that may be included in a cultural

awareness program may include:

• why cultural awareness is important

• details on a Welcome to Country vs Acknowledgement

of Country

• Indigenous history and heritage

• cultural customs, values, and beliefs including

– Country / Land

– Elders / Respect

– Kinship

• modern impact and eects of past policies

• key issues aecting Indigenous peoples

• important dates and historically signiﬁcant dates

• the beneﬁts of inclusion for all sta.

When considering the type of cultural

awareness training that meets the

needs of your business and employees,

consider your business culture and

where you are on your cultural capability

journey, from just beginning to develop

cultural awareness or enhancing cultural

competence, to developing aculturally

and psychological safe workplace.

Consider:

• the delivery method of your

training,suchasonline, inperson,

oron Country

• involvement of local First Nations

communities in the development and

delivery of your training

• the type of activities that may be

needed to support the training,

such as events that showcase First

Nations cultures (e.g.,through art,

language or food), policies andother

practices

• the investment required to

enablethefullestparticipation

ofyour employees.

Cultural awareness is about providing your employees with

an understanding of Aboriginal and Torres Strait Islander

peoples, cultures, values and beliefs.

If you are working on Country, be sure to include an element

of cultural heritage provided by the local Aboriginal and Torres

Strait Islander knowledge holder/Elder or representative.

While this resource highlights the need to be

aware of, and accommodate for, the cultural

dierences of First Nations peoples in the

workplace, it is important to remember that

each First Nations person is an individual.

Challenges experienced by

FirstNations employees

The experience of First Nations employees in the

workplace can vary widely depending on their

geographical location, occupation, and other factors.

Based on general trends and information, challenges,

may include:

• Cultural barriers: This includes a lack of

understanding or respect for their cultural values,

practices, and traditions. This can create feelings of

isolation and exclusion.

• Discrimination: Unfortunately, this is still a pervasive

issue in many workplaces, and First Nations

employees may experience discrimination based on

their race, ethnicity, or culture.

• Lack of representation: First Nations employees may

feel underrepresented in their workplace, particularly

in leadership positions. This can contribute to feelings

of marginalisation and exclusion.

• Limited access to resources: Many First Nations

employees work in rural or remote areas where

access to resources like training, networking, and

professional development opportunities may be

limited.

• Historical trauma: First Nations employees may carry

the weight of historical trauma with them, which

can aect their mental health and wellbeing in the

workplace. Employers should be sensitive to this and

provide resources and support as needed.

• Work-life balance challenges: First Nations employees

may face unique challenges in balancing work and

family obligations, particularly if they are caregivers

for elderly relatives or children.

These challenges for First Nations employees can

resultin:

• assumptions about their performance or capability

• lack of opportunities to ask questions or to engage in

professional development

• feelings of shame that they don’t know how to do

parts of the job that others can do, and shame about

asking questions

• uncertainty about who to ask, or talk to, about the role

• feeling isolated and lonely at work.

Situations described above can result in First Nations

employees being exposed to unconscious bias,

and racism. It may also lead to unsafe practices or

underperformance by the employee. These arise when

workplaces are not prepared to work with diverse people

and where the organisation lacks cultural awareness.

Working with First

Nations employees

Workers who face these circumstances

are more likely to injure themselves

and experience mental ill-health, than

workers who are more comfortable and

conﬁdent in their workplace. It is crucial to

prepare yourworkplace to understand and

supportFirst Nations employees.

16 17

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Communication

First Nations peoples may communicate in ways that

dier from non-Indigenous Australians. Be aware of this,

to develop mutual respect and understanding and create

a positive and supportive work environment.

When engaging with First Nations employees in

everydaycommunication, including at meetings and

when interviewing First Nations peoples, be aware that

verbal and nonverbal cues may have dierent meanings

for First Nations employees.

Language

When engaging with First Nations employees, especially

if they are new to your industry, they may not be aware

of industry jargon or technical language relating to the

role. To overcome potential communication and language

barriers:

• avoid using complex words and jargon

• when providing tasks or directions, check your

employee’s understanding of what you have said

• check that you understand the meaning of words the

employee has used, and if you need to ask questions,

explain why

• when introducing concepts, instructions, and terms,

use diagrams, images, or videos to support the

discussion where appropriate.

Silence

Silence does not necessarily mean a person does not

understand. For First Nations peoples, silence may signal

they are listening and thinking about what the other

person is saying and may wait to hear ideas from others

before expressing their own views.

Allow for periods of silence in interviews, meetings,

and general conversation, and invite the First Nations

employee to respond in their own time.

Eye contact

Making direct eye contact can have dierent meanings

depending on the individual, community, or cultural

practices. In some First Nations cultures, avoiding direct

eye contact is a sign of respect, while in others, it is a

sign of honesty and trustworthiness. When speaking

with First Nations employees, be aware of their cultural

context and do not apply a negative interpretation when

eye contact is avoided.

The best way to navigate eye contact is to respectfully

ask the person (or community where appropriate) about

their cultural protocols and expectations regarding eye

contact. It is important to approach this conversation

with an open mind and a willingness to learn and respect

their cultural practices. Be sure to show a genuine

interest in their culture and traditions.

Distance and personal space

When working with First Nations employees be aware

of the distance to which you are standing near a

person. People from diverse backgrounds, First Nations

employees, and those from the opposite gender, may

feel uncomfortable or threatened if you stand too close or

stand over them when you are talking.

Remember to seek permission if you need to touch an

employee, and always explain the reasons why.

Tips for communicating with Aboriginal

and TorresStrait Islander employees.

• Don’t mimic Indigenous speech

patterns or attempt to speak

Indigenous English as a way of

encouraging a First Nations person

tobe more open.

• Think about the language you use

in written, verbal, and nonverbal

communication. Don’t overcomplicate

your communication.

• Respect the use of silence and don’t

mistake it for misunderstanding a

topicor issue.

• Always wait your turn to speak.

Avoid using First Nations or traditional

language, or colloquialisms unless you

have a clear understanding of the context

and use of the words and have permission

from the employee and/or community

Elders or knowledge holders.

Build Relationships

Relationships and connections are key to working with

Aboriginal and/or Torres Strait Islander peoples. Building

positive relationships with First Nations employees

can help to create a more inclusive and welcoming

workplace. You can do this through:

• regular communication, recognition and respect for

their cultural values

• encouraging open and two-way communication with

First Nations employees

• providing opportunities to share their ideas and opinions

• providing feedback on their work.

In general, First Nations peoples want to get to know you

as a person, not just as their boss. The kinds of things a

First Nations employees consider when deciding to work

for your organisation are:

• Is this someone who will respect me and the dierent

cultural understanding I bring?

• Is this someone who will support me

withoutjudgement?

• Is this someone who values my contribution to

theorganisation?

When developing a relationship:

• building trust and honesty is important to

relationship-building

• being part of something and developing collective

eorts helps build a connection with the work

• put in the time and be patient

• be interested in them. Chat with your employees

to understand their backgrounds, family, and

experience. Be sure your engagement is genuine.

Do not assume cultural knowledge

When working with First Nations employees, be careful

not to assume all First Nations peoples have an in-depth

knowledge of their culture or history. For various reasons,

including separation from community and family, many

Aboriginal and Torres Strait Islander peoples have been

isolated from learning about their community and culture.

Asking questions about such things can often make First

Nations peoples feel uncomfortable. Take the time to get

to know the individual before making any assumptions

about their knowledge or expecting them to share their

experiences. First Nations peoples may wish to share their

knowledge as they become more comfortable in

the workplace.

Attracting and recruiting

FirstNations employees

After preparing your organisation to work eectively with

First Nations employees, the next step is to understand

how to attract and recruit First Nations candidates.

First Nations recruitment should follow a culturally

inclusive recruitment process that acknowledges

cultural diversity and aims to enable all candidates to

demonstrate their capabilities. A culturally inclusive

process not only helps you to strengthen your capability

to identify the best person for the role, but it will also

help you build a more diverse workforce.

Preparing job advertisements

Consider what the job requires: the tasks, skills,

knowledge, and experience required for the position.

Toreach a wider range of potential applicants, and

attractFirst Nations candidates, instead of solely

focusing on formal qualiﬁcations, which may not

alwaysbe necessary, emphasise the responsibilities

andrequired skills of the role.

• Consider whether job qualiﬁcations that are listed

as mandatory can be substituted with relevant life or

work experience and practical knowledge.

• When creating job advertisements, use plain and

inclusive language and avoid technical jargon.

When recruiting First Nations employees, ensure the

organisation follows its usual recruitment processes,

adding in additional steps or making changes only

whererequired. This helps minimise any unconscious

bias regarding the success and/or suitability of

FirstNations employees.

Be respectful

Regardless of the cultural norms, it is

always important to be respectful and

mindful of the individual’s comfort level.

18 19

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Advertising your roles

Consider where and how your prospective candidates

may ﬁnd your advertisement. That is, are they seeing

your vacancy notice on a job board, your business’s

social media pages, on an online job search website, or

in the paper?

If you are committed to attracting First Nations peoples to

your organisation, it may be worthwhile to consider First

Nations focused platforms when advertising your roles

in addition to your usual attraction strategies. Examples

may include:

• community social media pages

• Koori Mail

• Indigenous Employment Australia

• Word-of-mouth

• First Nations job fairs

• Torres News and Cape News (Weipa)

• First Nations Telegraph.

When preparing your job advertisement include:

• a clear description of the role

• leave entitlements including cultural leave

• hours of work and potential for ﬂexible working

arrangements

• reference to your Reconciliation Action Plan and/or

First Nations engagement strategy (if applicable)

• a statement encouraging First Nations peoples to

apply, such as

“Aboriginal and Torres Strait Islander peoples are

encouraged to apply for this job”

• images of First Nations members working in your

organisations (with their consent).

When setting time frames for responses, ensure they are

long enough to allow potential candidates to hear about

the position through word-of-mouth.

Remove unconscious bias

Be aware of potential unconscious biases.

• Consider how you can simplify and standardise your

process to reduce the eect of personal bias in the

decision making. Understand what hiring prejudices

are and how they operate.

• Consider the wording you use in your job

advertisements, including the use of neutral or

positive language.

Assessment

When using an assessment centre as part of your

recruitment and selection process, be sure to demonstrate

a genuine respect for Aboriginal and Torres Strait Islander

cultures and understanding that some candidates may not

understand or have experience with an assessment centre.

• Communicate the purpose of the assessment centre,

and expectation of the candidates, including dress

code, attendance, behaviour, and timing of the day.

• To avoid misunderstanding, provide these details

inwriting, and check in with candidates before

theday to ensure they have understood the

information provided.

• Provide candidates with examples of the type

of activities that may be included to help them

prepare. Be sure to include a variety of activities

to accommodate dierent personalities and

communication styles.

• Recognise verbal and nonverbal communication styles

when developing the assessment centre activities.

For example, it is common for Aboriginal and Torres

Strait Islander peoples to use storytelling as a way

of sharing knowledge, experiences, and conveying

messages indirectly.

When assessing candidates consider that Aboriginal and

Torres Strait Islander communication often emphasises

indirectness, where messages may be conveyed through

stories, metaphors, or subtle cues.

Silence and pauses can be meaningful in providing time

for reﬂection and contemplation. It can be seen as a

respectful way of acknowledging the signiﬁcance of a

topic or allowing space for others to contribute.

Body language, such as gestures, postures, and hand

movements, can be signiﬁcant in communication. Be

aware of eye contact, facial expressions and nonverbal

cues that may convey meaning and emphasis.

Be aware that some people may choose to bring a

support person to their interview with them. Some

organisations, in fact, encourage this.

When screening applications from First Nations

candidates, be aware that some applicants may not have

experience in preparing a resume. To assist First Nations

candidates, when advertising the role be clear on the

information you require in the resume, such as personal

information, work experience and/or hobbies.

Be mindful of the potential barriers and unconscious

biases when preparing job advertisements or reviewing

applications. Focus on the minimum requirements

required for success, such as behaviours and attitudes,

rather than qualiﬁcations (if appropriate).

Interviewing

Various approaches should be considered when

interviewing First Nations candidates or employees to

help make the process less intimidating.

• Be conscious of dierences in communication

styles. Allow time for the candidate to think through

questions and their answers. Silence does not always

mean they do not understand.

• Explain the role clearly and what is expected of the

successful applicant, as well as the interview and

appointment process.

• Be clear on the type of answer you are looking for,

e.g., simple answer, or detailed example of their

experience. Remember, a brief response may not

indicate the candidate does not know any more, but

that they are shy or feel ‘shame’. When seeking more

detailed answers, do this in a conversational manner.

• Make the environment relaxed with some general

welcoming conversation and be genuinely interested

in the person. Seek to build rapport and trust before

embarking on probing questions.

• Include a First Nations person on the selection panel,

whenever possible.

• Ensure interview panel members have undertaken

cultural awareness and/or capability training.

Review your employment practices and policies

Reviewing your employment practices and policies is an

essential step towards building a culturally safe workplace

for all employees. By ensuring that your policies align with

diversity, inclusion, and cultural sensitivity, you create an

environment where individuals from various backgrounds

can thrive and feel valued.

The Oce of the Registrar of Indigenous Corporations

(ORIC) has developed a series of guides to assist with

recruitment processes and provide practical tips and

tools to support employers to develop an inclusive

recruitment and selection process. The ORIC resources

can assist with the recruitment process, drafting job

advertisements and selection criteria, sample interview

questions and selecting suitable applicants.

Onboarding First Nations employees

Providing a safe and respectful workplace for First

Nations employees goes beyond providing an inclusive

recruitment process. Once a First Nations candidate is

recruited it is important to onboard them well to ensure

they are supported during the ﬁrst few months of the job.

Onboarding a new First Nations employee into a job

provides a great opportunity to establish a positive

and inclusive workplace culture. Below are some steps

you can take to onboard a First Nations employee in a

respectful and culturally appropriate way.

• Welcome and orientation session: Take the time

to welcome the new employee to the organisation

and provide an overview of the company culture,

policies, and procedures, including cultural leave

andprovisions for Sorry business.

Set clear expectations regarding hours of work, uniform,

breaks and behaviour. Provide regular feedback and

support to help them achieve success. Make sure

the employee is aware of the company’s policies and

procedures, as well as their rights and responsibilities

as an employee. This can include information on

workplace health and safety, employee beneﬁts, and

any speciﬁc policies that are relevant to their role.

• Mentoring and support with their role: Assign a

mentor (e.g., a peer or supervisor) to support the First

Nations employee during their ﬁrst 90 days. For many

First Nations peoples or those new to the industry,

your workplace may seem foreign and daunting.

A mentor or buddy will help them navigate the

organisation, learn the job, and build relationships

with colleagues.

You may consider:

• examining recruitment and hiring procedures

• promoting equal opportunities

• reviewing your performance evaluation

processes to ensure they are fair

• developing policies, such as an anti-

discrimination, anti-racism, and workplace

behaviour policies.

20 21

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

• Connection to other First Nations employees

and community: To support the development of

an inclusive culture and reduce the risk of the

First Nations employee feeling out of place and

experiencing culture shock, provide opportunities for

the employee to engage with other First Nations sta

and community members, attend cultural events, or

participate in community activities.

Where appropriate, provide access to cultural

resources. Oer resources such as First Nations-

speciﬁc support services or cultural advisors

to help the employee connect with and access

cultural resources they may need, such as culturally

appropriate and/or First Nations Employee Assistance

Program (EAP) services. A range of services can be

found by searching key words online, such as ‘First

Nations Employee Assistance Programs.’

These services can help First Nations employees

manage workplace shock, or challenges and potential

responsibilities of family, community, and the

responsibilities of the role.

• Ensure the work environment is culturally appropriate

and respectful: Providing cultural awareness training

to all employees to help them understand the

importance of cultural sensitivity and respect for

diversity in the workplace.

Cultural awareness training can be provided in various

ways, but may include education on the values, beliefs,

and traditions of First Nations peoples, First Nations

culture including art, language and food, history, and

ways of being, including communication styles.

Consider the inclusion of First Nations mental

healthtraining to ensure First Nations employees

aresupported.

• Recognise and respect the employee’s cultural

obligations and values: First Nations employees

may have family and cultural obligations that may

impact their work. During their onboarding get

to know youremployee to understand what their

commitmentsmaybe.

Communicate your organisation’s policy regarding

taking time o for cultural events or ceremonies,

such as sorry business, and be clear if this time

is paid or unpaid. Where possible, oer ﬂexible

work arrangements to accommodate requests for

culturalbusiness.

• Encourage the employee to ask questions and

provide feedback throughout the onboarding

process: This can help to build trust and establish

a positive working relationship. Be patient and

ﬂexible, recognising the employee may take some

time to build trust and may require additional support

and guidance as they adjust to their new job and

workplace culture.

Supporting First Nations

employees

In addition to building a culturally safe workplace, there

are simple things you can do to support First Nations

employees. Provided below are examples of actions you

can take to help your employee feel safe and productive

in the workplace.

• Promote and support cultural connections with all

employees and local First Nations communities and

Elders.

• Prepare the workplace and managers by providing

cultural awareness training that builds their

understanding of the history of First Nations peoples

in Australia.

• In addition to regular or formal supervision, provide

opportunities for informal discussion, conversation,

and check-ins with employees, focusing on building a

relationship and getting to know them.

• Ensure your employees are aware of First Nations

speciﬁc support networks and/or employee

assistance programs that are available to them.

• Remember First Nations employees may also have

experience of issues such as grief, loss and trauma and

will be at various stages in their journey to healing.

Building good relationships at work takes time and

requires mutual respect and understanding. Be sure

non-Indigenous employees understand that First Nations

peoples are not experts on all aspects of culture and

community life and don’t speak for all Aboriginal and

Torres Strait Islander peoples. Ask the employee ﬁrst if

they wish to comment or share theirexperiences.

First Nations mental health training

First Nations mental health training refers to specialised

programs and initiatives designed to support the mental

wellbeing of First Nations peoples. This type of training

empowers individuals with knowledge and skills to assist

First Nations peoples who may be experiencing a mental

health problem or mental health crisis until appropriate

professional help is received or the crisis resolves.

First Nations mental health training aims to address the

unique historical, cultural, and socio-political factors that

impact the mental health of Indigenous communities and

promote culturally appropriate care, and typically covers:

• historical and cultural context

• traditional healing and cultural practices

• trauma-informed care

• cultural competency and respectful communication

• the importance of community engagement and

collaboration in addressing First Nations mental

health needs

• First Nations mental health models and best practices.

First Nations mental health training can assist in

building a supportive and culturally safe environment

and the provision of respectful care to First Nations

individuals and communities. It helps bridge the gaps

in understanding and improves access to quality mental

health services for First Nations peoples, contributing to

overall wellbeing and resilience.

Managing dicult

conversations

Managing or navigating dicult conversations can be

challenging for both the employer and employee. These

conversations with First Nations peoples in the workplace

bring further complexity and should be implemented

with careful consideration for the speciﬁc needs

and preferences of the individuals involved, and the

workplace context.

• Acknowledge the imbalance of power: Recognise

there may be an inherent power imbalance between

non-Indigenous individuals and First Nations peoples

due to historical and systemic factors that extend

beyond a role or organisational position. Approach

conversations with respect, and a willingness to listen

and learn. Acknowledge the historical context and the

impact it has on the dynamics within the workplace.

• Engage an external consultant: To assist the

management of dicult conversations, you

may consider hiring an external consultant with

expertise in First Nations cultural competency and

workplace dynamics to provide valuable guidance.

Consultants can help create a safe space for dialogue,

facilitate conversations, and provide insights and

support to managers and supervisors into the

unique challengesfaced by First Nations peoples.

This approach may also help to demonstrate a

commitment to creating an inclusive and culturally

sensitive workplace environment.

• Establish mentoring relationships: Pairing employees

with First Nations mentors within the organisation

can foster understanding, cultural exchange, and

relationship-building. Mentors can provide guidance on

cultural protocols, values, and perspectives, helping non-

Indigenous individuals navigate dicult conversations

with sensitivity and respect. Mentoring relationships

should also be considered for leaders and supervisors

to help build their cultural awareness and pro-actively

build their capability to manage FirstNations employees.

Mentors also contribute tomutual learning and bridge

the gap between dierent worldviews.

Any practices or strategies to support leaders,

supervisors and First Nations employees manage dicult

conversations should be implemented with careful

consideration. It’s crucial to foster an environment

where open communication, respect, and cultural

understanding are valued and promoted.

Managing expectations

Performance management requires an environment free

of ambiguity, where both the manager and employee

feel comfortable providing feedback. When performance

managing Aboriginal and/or Torres Strait Islander

employees, it’s important to approach the process

with cultural sensitivity and respect. Below are ﬁve

considerations for employees to ensure they maintain

arespectful relationship with their Aboriginal and

TorresStrait Islander employees.

• Establish clear performance expectations:

Communicate performance expectations, goals,

and objectives to your Aboriginal and Torres Strait

Islander employees. Take the time to have open and

honest discussions about what is expected from

them and ensure they understand their roles and

responsibilities. This clarity can help guide their

performance and provide a foundation for eective

performance management.

• Provide ongoing feedback and support: Regularly

provide constructive feedback to your employees,

focusing on their strengths and areas for

improvement. Be mindful of dierent communication

styles and preferences, as well as any cultural nuances

that may inﬂuence how feedback is received. Oer

support and resources to help employees enhance

their skills and address any performance gaps.

• Consider cultural perspectives and values: Recognise and

respect the unique cultural perspectives and values that

Aboriginal and Torres Strait Islander employees bring to

the workplace. Understand that cultural obligations and

community commitments may occasionally impact work

performance. Be open to discussing these matters with

empathy and ﬂexibility, seeking ways to accommodate

cultural responsibilities while maintaining productivity

and performance standards.

• Cultivate a culturally inclusive work environment:

Foster an inclusive workplace culture that

acknowledges and celebrates the cultural diversity of

your employees. Encourage open dialogue, mutual

respect, and understanding of Aboriginal and Torres

Strait Islander cultures. This can help create a safe

and supportive environment where employees can

perform at their best.

• Seek cultural guidance and collaboration: Engage with

Aboriginal and Torres Strait Islander communities,

subject matter experts and/or organisations to seek

guidance and collaboration on cultural matters.

Consider partnering with cultural advisors or Elders

who can provide valuable insights and support.

Involving these stakeholders can help develop

strategies for eective performance management that

align with cultural protocols and practices.

22 23

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Managing performance

Despite best eorts to build a strong relationship and

provide support for your employees, sometimes you will

ﬁnd yourself in a position where you need to manage the

performance of your employees.

When managing the performance of an Aboriginal and/

or Torres Strait Islander employee, there are additional

considerations to keep in mind. These considerations

are essential for promoting cultural awareness, ensuring

equitable treatment, and maximising employee

engagement.

• Respect cultural protocols and communication styles:

Aboriginal and Torres Strait Islander cultures often

have speciﬁc protocols and communication styles.

Be aware of these cultural nuances and adapt your

communication approach accordingly.

Some people may prefer indirect communication,

storytelling, or nonverbal cues. Understanding

and respecting these cultural preferences can

foster eective communication and enhance

performancemanagement.

• Consider flexible work arrangements: In some cases,

your Aboriginal and Torres Strait Islander employees

may have cultural obligations or community

commitments that require ﬂexibility in their work

arrangements. Where possible, explore options

for ﬂexible scheduling or leave arrangements to

accommodate cultural responsibilities early in the

working relationship. Establishing the boundaries of

work early can reduce potential issues later.

Flexibility can help alleviate potential conﬂicts and

support employees in balancing their work and

personal obligations – however any request should be

balanced with the operational needs of the business.

To ensure all employees understand if, and when,

ﬂexible working arrangements are possible in

their role, develop a clear policy that outlines how

an employee may request to adjust their work

arrangements, and the circumstances where this

maynot be available to them.

• Consider career progression and advancement

opportunities: Ensure equal access to career

progression and advancement opportunities for all

employees, including Aboriginal and Torres Strait

Islander employees. Implement strategies to identify

and address any barriers that may hinder their

advancement. Provide mentorship, skill-building

initiatives, and access to development programs to

support their professional growth.

• Engage in consultation and collaboration: Involve

Aboriginal and Torres Strait Islander employees

in decision-making processes that directly impact

their roles and responsibilities. Consultation and

collaboration can promote ownership, inclusivity,

and a sense of empowerment. Actively seek their

input, value their perspectives, and incorporate their

insights into performance management practices.

• Include a First Nations mentor in discussions: Provide

First Nations employees with the option of having a

First Nations mentor support them in performance

management discussions to ensure cultural safety.

Amentor can assist your employee in responding

to any concerns and can help you understand and

address issues and ﬂow on impacts that may arise

from the discussion.

By considering these additional factors, you can create

a performance management framework that aligns

with the cultural values and needs of your Aboriginal

and Torres Strait Islander employees, fostering a

more inclusive and equitable workplace. Remember,

these area starting point. It is essential to adapt your

approachbased on the unique needs and circumstances

of individual employees. Building strong relationships

and demonstrating cultural respect will contribute to

a more positive and productive work environment for

everyone involved.

Mentoring

Mentoring and support programs are widely used to

support First Nations employees during the ﬁrst 90days

of employment, and beyond. Mentoring provides

the opportunity for employees to connect with an

experienced member of your business that can help

them navigate the workplace culture, practices, and

expectations of the role.

Mentors can be a peer or manager, and the relationship

may be formal or informal. When seeking to pair a

First Nations employee with a mentor, be sure to ask

what type of support the employee may need. This

will determine the level and experience of the mentor

selected.

A mentor does not have to be a First Nations employee;

however, where a non-Indigenous person is identiﬁed

as a mentor it is important that they are culturally aware

and sensitive to the histories and cultures of First Nations

peoples.

The beneﬁts of mentor / mentee relationship for First

Nations employees include:

• providing opportunities for the employee to learn

and share experiences with someone who may

have a similar working path, knows the company

and is known in the company. Mentors can act as

a champion for the less experienced individual,

advocating for them when needed.

• allowing the employee to identify and share

workplace and family challenges and pressures they

may experience and have opportunities to develop

strategies to address these.

• Mentors can help employees build the cultural

understanding and capability of First Nations and non-

Indigenous employees and can play a role in helping

First Nations employees manage cultural load and

help build the cultural capability of the workplace.

• Mentors can help connect First Nations employees

with local communities and other First Nations

employees, helping to build a community of support.

Cultural Load

The term cultural load refers to the weight or burden

that an individual (or community) carries due to their

cultural identity and the historical and ongoing impacts

of colonialism and systemic oppression. For First Nations

peoples, cultural load can refer to:

• intergenerational trauma

• loss of land, language, and culture

• ongoing discrimination and marginalisation

experienced by First Nations peoples since colonisation.

In the context of the workplace, cultural load is the

term that refers to the additional workload often

carried by First Nations peoples in the workplace. This

often occurs when the First Nations employee is either

the only Indigenous person or one of a small number

of Indigenous people in the workplace. Additional

workplace demands may include:

• expectations to educate non-Indigenous colleagues

about First Nations peoples, share personal stories

relating to culture and history, or to educate people

about racism

• expectations to talk on behalf of all First Nations

people, on matters relating to Aboriginal and/or

Torres Strait Islander peoples

• being asked to deliver an Acknowledgement of

Country, organise cultural events or undertake

community engagement, whether or not it is part

oftheir role.

Businesses need to understand cultural load and

recognise and reward it in job descriptions. This provides

First Nations employees with the opportunity to spend

time on and be fairly compensated for this important

aspect of their work. For full time or permanent

employees, this may be time in lieu, additional payments

for their time, or recognition for the additional work.

Always ask your Aboriginal and Torres Strait Islander

employees if they want to be included.

Engage and be consultative with Aboriginal and Torres Strait Islander employees

whendeveloping procedures and policies. However, also note that there is a ﬁne line

between taking thetime to include diverse voices in your decision-making and burdening

certain employees with extra, unpaid work.

Don’t expect your Aboriginal and Torres Strait Islander employees to want to be involved in

all consultations. Always ask ﬁrst, and make it clear it is not expected that they participate.

Communication styles can dier between

individuals and communities, so it’s crucial

to approach each person as an individual

and be open to learning and adapting

your communication style based on their

preferences and culturalnorms.

Respectful communication, active

listening, and a willingness to

understandand appreciate dierent

communication styles will contribute to

eective communication and relationship-

building with Aboriginal and Torres Strait

Islander employees.

24 25

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Cultural Leave and Recognition

of Cultural Events

When working with Aboriginal and Torres Strait Islander

employees providing cultural leave or acknowledging

signiﬁcant cultural events and celebrations demonstrates

respect for the cultural practices and customs of First

Nations peoples and allows them to actively participate

in community activities. Included in this resource is a list

of culturally important dates for First Nations peoples.

Sorry business

Sorry business is a term used in Aboriginal and Torres

Strait Islander cultures to describe the rituals and

customs surrounding mourning and grieving the loss of a

loved one. It is a complex and deeply important cultural

practice that varies among dierent First Nations groups

and communities.

Sorry business is a way for individuals, families, and

communities to express their sorrow, support one

another, and pay tribute to the deceased.

Key aspects of sorry business may include:

• Mourning Period: This can last days, weeks, or even

months, depending on cultural traditions and kinship

ties. During this time, family members may wear

mourning attire, engage in speciﬁc behaviours, and

observe restrictions related to social activities.

• Ceremonies and Rituals: These are performed

to honour the deceased and guide their spirit in

the afterlife. Ceremonies may include smoking

ceremonies, dances, songs, storytelling, and other

cultural practices speciﬁc to each community.

• Community Support: Sorry business is not only

about the immediate family but also involves

the wider community. People come together to

provide emotional support, assistance with funeral

preparations, and participate in mourning rituals.

Community members may oer condolences, share

stories, and provide practical help during this time.

• Cultural Protocols: These will vary among dierent

First Nations groups. They may include speciﬁc rules

for behaviour, responsibilities of family members, and

obligations to observe cultural traditions during the

mourning period.

• Healing and Closure: Sorry business provides an

opportunity for individuals and communities to

grieve, ﬁnd healing, and seek closure after the loss of

a loved one. It allows for the expression of emotions,

the sharing of stories and memories, and the

strengthening of social and cultural bonds.

It is important to recognise that sorry business is

speciﬁcto Aboriginal and Torres Strait Islander cultures

in Australia. It is a deeply meaningful and sacred practice

that varies among dierent communities, so it’s essential

to approach sorry business with respect, sensitivity, and

cultural understanding.

To understand local cultural practices relating to

sorrybusiness:

• work with your First Nations employees and/or

connect local communities (e.g., through the local

council, Aboriginal Land Council or Torres Strait

Regional Authority) to check the speciﬁc protocols

(forexample, in some communities all businesses

shutdown)

• reach out to your local community and/or Aboriginal

or Torres Strait Land Council to get on their

distribution list to be notiﬁed of when sorry business

is taking place or stay connected through their

websites or Facebook pages.

It is also recommended that you engage with your supply

chain and subcontractors to ensure they understand

the impacts and requirements of sorry business when

engaging in communities on your behalf, or when

working with your First Nations employees.

Improving engagement with First Nations

peoples in all aspects of a business, including

your supply chain and subcontractors, will help

build your organisation’s cultural competence.

Developing stronger community relationships and

identifying opportunities to undertake meaningful

consultation and engagement takes time and is only

part of the organisation’s journey towards building a

culturally safe and diverse environment.

Simple ways to engage First Nations peoples across all

aspects of your business are provided below.

• Actively seek out opportunities to engage in

meaningful consultation: By understanding the

perspectives, priorities, and needs of First Nations

peoples, businesses can develop strategies and

initiatives that align with their values and aspirations.

Consultation should involve open dialogue, active

listening, and mutual respect. Consider working with

local First Nations communities to help educate your

employees about Reconciliation week, NAIDOC week

or other culturally signiﬁcant events.

• Develop partnerships and collaborations: This

caninvolve subcontracting agreements, or supply

chain partnerships. By including First Nations

businesses in the value chain, businesses can

support economic empowerment, create employment

opportunities, and promote capacity building within

First Nations communities.

• Develop and implement First Nations procurement

policies: Establish targets or preferences for the

use of First Nations businesses. These policies can

contribute to economic development, job creation,

and a more inclusive supply chain.

• Make your cultural awareness and sensitivity

training available to subcontractors, and supply

chain partners: This training should focus on

fostering understanding, respect, and appreciation

for Indigenous cultures, histories, and protocols.

By enhancing cultural competency of your supply

chain, you can create a more inclusive and respectful

work environment that values and celebrates the

contributions of First Nations peoples.

• Engage in community investment and reinvestment

practices: This can include ﬁnancial contributions,

sponsorships or partnerships with community

development projects, educational initiatives, or

cultural preservation programs. By supporting

community development, businesses can foster

long-term relationships based on shared values

andmutualbeneﬁts.

Improving engagement with First Nations peoples

involves building relationships and partnerships,

promoting inclusion and diversity, and supporting

economic empowerment. Many businesses are choosing

to formalise these activities through the development

of a First Nations engagement strategy and/or

Reconciliation Action Plan. These are outlined in the

section below.

Developing a First Nations

Engagement Strategy

To demonstrate a commitment to engaging with First

Nations people and reconciliation, your organisation may

consider developing a First Nations engagement strategy

and/or Reconciliation Action Plan (RAP).

An engagement strategy can help ensure First Nations

people and community stakeholders have a genuine say

in decision-making processes that aect their lives and

wellbeing. First Nations engagement strategies can assist

in building trust and relationships with communities,

improves the eectiveness of your community

engagements and provides a framework for the business

to actively engage in the community, and ensure that

First Nations voices are heard and respected.

First Nations Engagement

Across the Business

26 27

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

What is included in a First Nations

engagementstrategy?

A First Nations engagement strategy (the strategy) is a

plan for how an organisation will engage with First Nations

communities. It should be tailored to the speciﬁc needs

and priorities of the business and the communities it

is working with. Some common elements should be

included, such as:

• Vision and goals: Start with a clear vision for how

the business wants to engage with First Nations

communities. It should be basedonthe principles of

respect, partnership, andself-determination.

Your strategy should also set speciﬁc goals for

engagement, such as increasing the employment

and participation of First Nations peoples, working

with First Nations businesses, improving outcomes

for First Nations communities, or building trust and

relationships with First Nations communities.

• Approach: Outline the speciﬁc approach the business

will take to engagement. Thismay include:

– using culturally appropriate methods

– building relationships with community leaders

– developing First Nations employment and/or

supply chain programs

– providing opportunities for First Nations peoples

to participate in decision-making.

• Timeline and resources: Include a timeline for

implementation and a plan for how the business will

allocate resources for engagement. This will help to

ensure engagement is a priority and that it has the

resources it needs to be successful.

• Monitoring and evaluation: Plan for how the

business will measure success through monitoring

and evaluating its engagement eorts. This will

ensure the businessismeeting its goals and making

progressinbuilding trust and relationships with

FirstNations communities.

In addition to these common elements, there are several

other factors that should be considered when developing

a First Nations engagement strategy such as:

• Cultural context: It should be sensitive to the cultural

context of the First Nations communities that the

business is working with. This includes things like

understanding the community’s values, traditions,

and protocols.

• History of engagement: The strategy should consider

the history of engagement between the business and

First Nations communities. This will help to identify

any challenges or barriers that may need to be

addressed.

• Needs and priorities of the community: It should

be based on the needs and priorities of the First

Nations communities that the business is working

with. This will help to ensure your engagement is both

meaningful and productive.

Reconciliation Action Plan

Reconciliation Australia has developed a reconciliation

framework to support businesses wanting to

demonstrate a commitment to First Nations peoples and

reconciliation. It is based on ﬁve interrelated dimensions:

race relations, equality and equity, institutional integrity,

unity and historical acceptance.

A Reconciliation Action Plan (RAP) is a strategic document

that sets out how an organisation is committing to

contribute to reconciliation with Aboriginaland Torres

Strait Islander peoples. It is a toolthat organisations can

use to embed reconciliation into their culture, policies,

and practices. Like a FirstNations engagement strategy,

a RAP should be tailored tothe speciﬁc needs and

priorities of the business and the communities.

The RAP Framework, developed by Reconciliation

Australia, provides a structured approach to developing

a RAP. The Framework outlines four dierent types of

RAPs: Reﬂect, Innovate, Stretch, and Elevate. These types

of RAPs are designed to suit organisations at dierent

stages of their reconciliation journey.

Some of the beneﬁts of having a RAP:

• Increased awareness of First Nations culture and

history: It can help to raise awareness of Aboriginal

and Torres Strait Islander culture and history among

employees, customers, and stakeholders. This can

lead to greater understanding and respect for First

Nations peoples.

• Improved relationships with First Nations

communities: A RAP can help to build stronger

relationships between organisations and Aboriginal

and Torres Strait Islander communities. This can lead

to more eective partnerships and collaboration.

• Increased opportunities for First Nations peoples:

It can help to increase opportunities for Aboriginal

and Torres Strait Islander peoples in employment,

education, and business. This can help to close the gap

between Indigenous and non-Indigenous Australians.

• Improved outcomes for First Nations peoples: A RAP

can help to improve outcomes for Aboriginal and

Torres Strait Islander peoples in areas such as health,

education, and employment. This can help to build a

more just and equitable society for all Australians.

If you are interested in developing a RAP, Reconciliation

Australia provides a comprehensive guide to developing

a RAP.

Culturally Important Dates

Promoting a workplace of inclusion for First Nations

peoples can start with being aware of and promoting

attendance at signiﬁcant First Nations events and

celebrations. Provided below is a list (not exhaustive)

ofculturally important dates for First Nations peoples.

It is important to remember that not all First Nations

peoples will seek to celebrate these events, and

that each community may have their own culturally

signiﬁcantdates that may be important for First Nations

employees to attend.

The following is a list of culturally important dates that

celebrate or recognise signiﬁcant events and/or the

cultures of Aboriginal and Torres Strait Islander peoples.

13 February – Anniversary of National

ApologyDay

On 13 February 2008, Prime Minister Kevin Rudd

delivered the National Apology to Australia’s Aboriginal

peoples and Torres Strait Islander peoples for the

injustices of past government policies, particularly to

theStolen Generations.

16 March – National Close the Gap Day

National Close the Gap Day is an annual event that raises

awareness and seeks to close the gap with respect to life

expectancy, child mortality, educational and employment

outcomes between Aboriginal peoples and Torres Strait

Islander peoples, and non-Indigenous Australians.

5 April – The Bringing Them Home Stolen

Generations report was released in 1997.

The Bringing Them Home Stolen Generations report,

details the systematic removal of Aboriginal and Torres

Strait Islander children from their families in Australia.

Itprovides a comprehensive account of the lasting

impacts of forced removals.

26 May – National Sorry Day

National Sorry Day provides an opportunity for people to

come together and share the journey towards healing for

the Stolen Generations, their families, and communities.

27 May – 1967 Referendum

The 1967 Referendum was a landmark achievement

following decades of activism by Aboriginal and Torres

Strait Islander and non-Indigenous people, where

more than 90 percent of Australians voted in favour of

amending two sections of the Australian Constitution.

27 May to 3 June – National Reconciliation Week

National Reconciliation Week celebrations commemorate

two signiﬁcant milestones in the reconciliation journey-

the anniversaries of the successful 1967 Referendum and

the High Court Mabo Decision.

3 June – Mabo Day

On 3 June 1992, the High Court of Australia overturned the

principle of “terra nullius” or “nobody’s land” as claimed

by the British when they ﬁrst arrived in this country. The

decision has paved the way for Native Title legislation.

1 July – Coming of the Light

The Coming of the Light is celebrated annually by

Torres Strait Islander peoples. It marks the adoption of

Christianity through island communities during the late

nineteenth century.

2 July to 9 July – NAIDOC Week

NAIDOC Week celebrations are held across Australia to

celebrate history, culture and achievements of Aboriginal

peoples and Torres Strait Islander peoples.

4 August – National Aboriginal and

TorresStraitIslander Children’s Day

National Aboriginal and Torres Strait Islander Children’s

Day is an opportunity for all Australians to learn about

the crucial impact that community, culture, and family

play in the life of every Aboriginal and Torres Strait

Islander child.

9 August – International Day of the World’s

Indigenous Peoples

On this day, people from around the world are

encouraged to spread the United Nation’s message

onthe protection and promotion of the rights of

Indigenous peoples.

6 September – Indigenous Literacy Day

Indigenous Literacy Day is a national celebration

of culture, stories, language, and literacy. This day

raisesawareness of the disadvantages experienced

inremote communities and advocates for more access

toliteracy resources.

13 September – Anniversary of the UN

Declaration on the Rights of Indigenous People

The United Nations Declaration on the Rights of

Indigenous Peoples (UNDRIP) was adopted by the

GeneralAssembly on Thursday, 13 September 2007.

28 29

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Aboriginal, Torres Strait Islander, First Nations

andIndigenous

• The terms Aboriginal person and Torres Strait

Islander person are not interchangeable and refer

to speciﬁc groups of Indigenous Australians. When

referring to someone, do so correctly. If uncertain, it

may be best to ask so you do not oend by using the

incorrect terminology.

• An Aboriginal is a person who:

– is a member of the Aboriginal race of Australia

– identiﬁes as an Aboriginal person and

– is accepted by the Aboriginal community in which

the person lives.

• First Nations and Indigenous. The terms First Nations

peoples and Indigenous people are both used to refer

to Aboriginal and Torres Strait Islander peoples. While

there is some overlap in their meanings, they are not

entirely interchangeable, and their usage can depend

on various factors such as regional context and

cultural preferences.

• First Nations peoples is a term that is commonly

used to recognise the diverse Aboriginal and Torres

Strait Islander communities who have inhabited the

continent for thousands of years. It acknowledges

the unique cultural and historical identities of these

various nations and tribes.

• Indigenous people is a broader term that

encompasses the original inhabitants of a particular

geographic region, regardless of the country. In the

Australian context, it is often used as a global term

to acknowledge the shared experiences of native

populations worldwide, including the Aboriginal and

Torres Strait Islander peoples.

Acronyms such as ATSI, TI, TSI or other abbreviations

such as ‘Abos’ should never be used as they are oensive

to Aboriginal and Torres Strait Islander peoples.

Are all indigenous people called Murri? The following

terms are used by Aboriginal people to describe their

‘home state’. These names can vary, based on where the

individual has grown up, or their community practices.

Koori/Goori New South Wales / Victoria

Murri Queensland

Nungah South Australia

Yolngu Northern Territory (Arnhem land)

Palawa Tasmania

Noongar Western Australia (Noongar means ‘a person of

the south-west of Western Australia’).

Torres Strait Islanders

A Torres Strait Islander is a person who is a descendant

of an Indigenous inhabitant of the Torres Strait Islands.

The Torres Strait Islands are located between the

northernmost tip of Australia and Papua New Guinea.

Torres Strait Islanders are of Melanesian culture and

heritage and are not mainland Aboriginal peoples. The

Torres Strait Islanders have a unique identity – distinct

from Australian Aboriginals – shaped by thousands of

years of history, deep-rooted traditions, and a strong

connection to the land and sea. The Torres Strait

Islanders comprise of several distinct communities and

language groups, each with their own customs and

traditions, which sharing a collective heritage that is

steeped in resilience, spirituality, and a profound respect

for their environment.

There are ﬁve traditional island clusters in the Torres

Straits and two Torres Strait Islander communities found

on the mainland of Australia, in the Northern Peninsula

area. The clusters and communities are shown in the

table below.

Top Western Islands

Boigu

Dauan

Saibai

Western Islands

Badu

Mabuaig

Moa

Central Islands

Iama (Yam)

Masig (Yorke)

Warraber (Sue)

Poruma (Coconut)

Eastern Islands

Mer (Murray)

Ugar (Stephen)

Erub (Darnley)

Inner Islands

Hammond

Muralug

Ngurupai

Waibene (Thursday or TI)

Northern Peninsula

Bamaga

Seisia

When working with Torres Strait Islanders, it is important

to acknowledge the challenges they faced and continue

to face because of the impacts of colonisation, forced

displacement, and the erosion of cultural practices.

Torres Strait Islander culture, customs and practices

dier from mainland Aboriginal peoples. The Torres Strait

Island Regional Council (TSIRC) has developed a cultural

protocols guide to assist people when engaging with the

communities of the Torres Strait region.

Community

For First Nations peoples, community includes Country,

family ties and shared experience. Community is

aboutconnectedness and belonging and is central to

theidentify of Aboriginal and Torres Strait Islander

peoples. First Nations peoples may belong to more

thanone community.

Elders

Elders are custodians of cultural knowledge. Elders

are chosen and accepted by their communities and

arehighlyrespected.

Shame

Shame (deeply felt feelings of being ashamed

orembarrassed) for Aboriginal and Torres Strait

Islander peoples may result from sharing private

or personal information, cultural beliefs and from

breachesofconﬁdentiality. To reduce the risk of

shamebeing experienced:

• take a discrete approach and avoid discussions

inopen or public spaces

• build trust and rapport to help people feel safe and

comfortable with you and in their surroundings

• ensure conﬁdentiality and consider Men’s and

Women’s Business.

Protocols

Protocols are ways of behaving, communicating, and

showing respect for First Nations cultures. This includes

acknowledging the knowledge, standing and status

of people within the local First Nations community.

Protocols will vary between communities, and

betweenpeople within communities.

Glossary and FAQs

When discussing Aboriginal and Torres Strait Islander peoples in Australia, be sensitive to the

speciﬁc preferences and cultural protocols of each community.

Some groups may have speciﬁc tribal or language group names that they prefer to be called by,

while others may be comfortable with terms like “First Nations” or “Indigenous” as inclusive

identiﬁers. Respecting and using appropriate terminology helps foster cultural understanding,

respect, and recognition of the rights and identities of Australia’s native peoples.

For more on Torres Strait Islander culture, see the

next page.

30 31

Paving the Way Cultural Capability ResourcePaving the Way Cultural Capability Resource

Men’s and Women’s Business

In First Nations communities, men and women have

traditionally held distinct but equally important roles,

performing speciﬁc tasks that beneﬁt the whole

community. This separation of responsibilities by gender

is determined the cultural lore (traditional knowledge

or beliefs) and practices of the community, ensuring

balance of work underpinned by a strong sense of

cooperation. The roles performed may change across

nations and regions.

In many First Nations cultures, women were responsible

for gathering water and bush foods such as fruits, seeds,

vegetables, berries, and subject to their location, honey

ants. Women may also have hunted small food animals

like goanna python, rabbit, echidna, and possum. Men

were responsible for making tools and hunting larger

game such as kangaroo and emu. Children also had an

important role to play in gathering and hunting. They

accompanied their parents and other adults to collect

bush food, playing, digging, and working with the adults

while watching and learning.

Men’s and women’s business in First Nations

communities extends to cultural practices and

ceremonies. In First Nations cultures, there are certain

places and practices just for women or for men as apart

of ancestorial lore. The tradition of this lore would be

passed down from Elders to the community through

generations to help protect scared sites and ceremonial

practices and events.

Women’s and men’s business can also relate to health,

upbringing, ceremonies, and maintenance of culturally

signiﬁcant places and sacred sites. For example, some

sites are for men only because they are used for special

initiation ceremonies to support young males to grow

into men, and women’s business involves practices and

sacred places to nurture young girls to become women,

so they can provide the same role to the next generation

of girls.

In First Nations cultures, men are not to know what

happens in women’s business and women are not to

know what happens in men’s business.

Paving the Way – the First Nations Training Strategy

desbt.qld.gov.au/ﬁrst-nations-training

Explore Map of Indigenous Australia

Australian Institute of Aboriginal and Torres Strait

Islander Studies

aiatsis.gov.au/explore/map-indigenous -australia

Welcome to Country

Queensland Government

qld.gov.au/ﬁrstnations/cultural-awareness-heritage-

arts/welcome-to-country

Diversity Council Australia

dca.org.au/research/project/racismatwork

Lateral Violence

Australian Human Rights Commission

humanrights.gov.au/our-work/publications/chapter-2-

lateral-violence-aboriginal-and-torres-strait-islander-

communities

Gari Yala (Speak the Truth) Report

Diversity Council Australia

dca.org.au/research/project/gari-yala-speak-truth-

centreing-experiences-aboriginal-andor-torres-strait-

islander

Communication with Aboriginal and Torres Strait

Islanderpeoples

Queensland Health

health.qld.gov.au/__data/assets/pdf_ﬁle/0021/151923/

communicating.pdf

Oce of Registrar of Indigenous Corporations

oric.gov.au

Intergeneration Trauma

Healing Foundation

healingfoundation.org.au/intergenerational-trauma/

Reconciliation Australia

reconciliation.org.au

Culturally Important Dates

Queensland Government

qld.gov.au/ﬁrstnations/cultural-awareness-heritage-

arts/dates

Torres Strait Island Regional Council

tsirc.qld.gov.au/our-communities/culture-protocols-

heritage

Charles Sturt University

cdn.csu.edu.au/__data/assets/pdf_ﬁle/0006/851415/

Working-with-Indigenous-Australian-Sta.pdf

External Resources

32 33

Paving the Way Cultural Capability Resource

Connect with us

📞 1300 654 687

business.qld.gov.au

The embodied design ‘Paving the Way’ was created in 2022 for the Department of

Employment, Small Business and Training by Iscariot Media’s artistic team.

The artists have represented the landscape of cultural connection and opportunities

from a bird’s eye view. Linework represents expanding pathways of growth, where

eachpathway explores the various touchpoints of both education and training.

The embodied design is broken up into three key segments (known as triptych).

Eachsegment explores its own representations of growth and capability building.

Within the series, each design can exist separately and as a collective, which

speaksbroadly to building and growing capability and communitycapacity.

Also incorporated into the design of Paving the Way is artwork from Jessie Mordey nee

Ketchell. The storyline of this design draws on totems that keeps our communities

connected to ancestors. The drum and headdress is about getting together and

celebrating cultural heritage.

The Training Landscape The Upliing Eect

forCommunity

The Learning Journey

Department of Employment, Small Business and Training

desbt.qld.gov.au

PO Box 15033, City East, Brisbane QLD 4002

Published by the Queensland Government, February 2024, 1 William St, Brisbane Qld, 4000.

The Queensland Government supports and encourages the dissemination and exchange of information. However,

available online or electronically but only if it is recognised as the owner of the copyright and this material remains

unaltered. Copyright enquiries about this publication should be directed to the Department of the Premier and Cabinet,

by email to copyright@premiers.qld.gov.au or in writing to PO Box 15185, City East, Qld 4002.