Building a Workforce Strategy First Nations Staff Can Stand Behind
Working alongside the City of Sydney & The Smith Family to develop their Aboriginal and Torres Strait Islander Workforce Strategies was a powerful reminder of what genuine organisational commitment to change looks like. One of the most important parts of that process was creating a culturally safe space for First Nations staff to speak openly about their experiences - what was working well, and what was not.
Too often, workforce strategies are written about people rather than with them. When First Nations staff are given the opportunity to share their truths, in a space where they feel heard and respected, the quality of insight is far deeper, more honest and ultimately more actionable.
The role I play whenever I’m creating either a new workforce strategy or renewing an existing one is to act as a conduit between staff and the organisation's executive leadership.
This means:
Conveying the lived realities of on-the-ground staff in a way that leadership could meaningfully respond to
Translating executive intent into practical expectations for staff
Aligning aspirations with what is possible now, while mapping a realistic pathway for the future
This is why having an independent First Nations consultant becomes best practice - Independence matters.
For those of you who are considering doing this for the first time as part of your Reconciliation Action Plan commitments for the next year or two (Innovate, Stretch or Elevate RAPs), it’s important to consider what organisation or consultant you use for this task, rather than having someone internal complete this.
Having an independent First Nations consultant allows:
Honest conversations without fear of internal repercussions
Greater trust from First Nations employees
Clear, culturally informed translation between different parts of the organisation
Accountability in both directions
When developing an Aboriginal and Torres Strait Islander Workforce Strategy, impact happens when you work across all levels of an organisation, from frontline staff to executive and governance.
By having an open dialogue on the progress of this work with all levels of staff, whilst maintaining the confidential nature of what has been discussed throughout, this leads to:
Identifying inefficiencies and systemic barriers
Surface and deeper issues requiring immediate attention
Highlighting growth opportunities
Strengthening retention pathways
Building practical strategies to recruit more First Nations people into meaningful and sustainable roles
Workforce strategies shouldn’t be compliance documents, they should be living frameworks that create safer, stronger and more culturally capable workplaces.
If your organisation is reviewing or developing its Aboriginal and Torres Strait Islander Workforce Strategy, the process matters just as much as the final document.
When First Nations voices genuinely shape the strategy, the outcomes are stronger, for everyone.
Find out more about the City of Sydney Aboriginal and Torres Strait Islander Workforce Strategy here