Workplace Mentoring for Indigenous Australians: a case study

Aboriginal EmploymentHuman Resource ManagementManaging DiversityMentoring

“Mentoring” was a term largely unknown until the 1970’s. Since then, mentoring has received immense coverage in both popular and academic literature and has become the subject of a great deal of research especially in the United States (Clutterbuck 1985, Hansford et al 2003, Murray 1991). In Australia however, research on mentoring is very limited despite the fact that mentoring programs are used in a variety of organisational settings, which include large and small corporations, government departments, universities and schools (Carruthers 1991, Hansford et al 2003).

“Mentoring” was a term largely unknown until the 1970’s. Since then, mentoring has received immense coverage in both popular and academic literature and has become the subject of a great deal of research especially in the United States (Clutterbuck 1985, Hansford et al 2003, Murray 1991). In Australia however, research on mentoring is very limited despite the fact that mentoring programs are used in a variety of organisational settings, which include large and small corporations, government departments, universities and schools (Carruthers 1991, Hansford et al 2003). In an organisational context mentoring can be defined according to Kram (1985:2), as “a relationship between a young adult and an older, more experienced adult that helps the younger individual learn to navigate in the adult world and the world of work. A mentor supports, guides and counsels the young adult as he or she accomplishes this important task.” Mentoring has become increasingly important for organisations and is used in conjunction with Human Resource Management (HRM) strategies. Mentoring has been associated with developing good management-employee relations and thus improves overall job performance (Sadri & Tran 2001). Human Resource practitioners are increasingly turning to mentoring programs to serve a variety of purposes within an organisation from career development and psychological support to counteracting disadvantage across a number of groups including women and those with disabilities (Stead 1997). The paper outlines the extent of disadvantage experienced by Indigenous Australians within the community. It then lists some of the programs that support Indigenous workforce participation and attachment. The case for mentoring, especially for Indigenous employees, is then outlined. Following this there is a discussion of the conditions that are required to support a workplace mentoring program for Indigenous Australians. There then follows the reporting of the experiences within a mentoring program of a case study organisation. The article concludes with a discussion of the implications of the study.

Aboriginal and Torres Strait Islander employees

This research reports on a single case study of workplace mentoring for Indigenous Australians and as such the experience and findings should be interpreted with caution. As such it is context and place specific and does not represent the experience of other organisational mentoring programs or the experience of all Indigenous employees in the labour market. There is a diversity of contexts and challenges faced by Indigenous participants in the labour market, especially for those living in remote regions well away from systems of support and jobs (Dockery and Milsom, 2007). However, the single case study does demonstrate the process and practice of such a program where participants on the whole had beneficial experience from participating in the program. The Indigenous Trainee Mentoring Program at the University of Newcastle differs from other programs identified in the literature, as it uses a combination of the three approaches of formal, informal and peer mentoring to help the trainees adjust to organisational life. This combination of mentoring approaches seems to have worked in this particular instance; however there are other elements to the program that make it successful. As many Indigenous people are not trusting of outsiders, the program only uses Indigenous mentors. These mentors are fully equipped to deal with cultural issues faced by the trainees, such as Aboriginal deaths in custody, Stolen generations, survival, reconciliation, cultural identity, cultural protocols, Indigenous history, Indigenous kinship systems, and family responsibilities. The trainees thought that without cultural understanding the mentor could not give appropriate support to the mentees even if they were given extensive cultural awareness training. In addition to the formal mentoring program, the mentors and mentees developed strong personal relationships, which have enhanced the program and ensured greater trust, comfort and openness. The participants in the program socialise together both inside and outside the workplace, have developed respect for each other and for their mentors on several levels and have developed strong community links. In some instances, family and the wider community would be involved in the mentoring process to ensure the mentees were given the best possible opportunities. All mentees had a great relationship with their mentors, and felt that their mentors really cared for them, their family, their careers and their community. As an instrumental case study the research findings suggest that culturally a culturally appropriate workplace mentoring program with supporting mechanisms provides a way in which Indigenous Australian can be encouraged and nurtured into the workforce. As such this serves as a demonstration as to how large Australian organisations could actively develop mentoring programs to enhance employment access for Indigenous Australians.

• Newcastle

Student researcher - Honours

Case study

Completed