S TANTON I NSTITUTE Monitor performance and provide feedback

STANTON INSTITUTE

Monitor performance and provide feedback

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We would like to acknowledge that this land that we meet on today is the traditional lands for the Kaurna people and that we respect their spiritual relationship with their country.

We also acknowledge the Kaurna people as the custodians of the Adelaide region and that their cultural and heritage beliefs are still as important to the living Kaurna people today.

We also pay respect to the cultural authority of Aboriginal people visiting/attending from other areas of South Australia/Australia present here.

Acknowledgement

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Supervisor Induction

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HOUSE KEEPING

Toilets/Access toilet Tea/Coffee/WaterBreaks – please return promptlySmoking areasHazardsEvacuationTurn your mobile phone to message…get

it at the break

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Induction objectives

Increased understanding of the Jobs4Youth2015 Program Understanding a contract of training Identifying possible employment issues and how to address

them Knowledge of the Certificate III in Government program, the

TAFESA graduate program and how the training and assessment is delivered

Cultural awareness Awareness of who to approach first and other support Putting it all into practice Provision of access to useful resourceshttp://publicsector.sa.gov.au/people/jobs4youth/

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Program Background

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200 per year

March - August 2014

Generally aged between 17 and 24

Employment Opportunity Program – Section 65 Public Sector Act 2009

SMC agencies

Premier’s Initiative

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Program overview

OPS worked again with Maxima to advertise, source, and conduct initial interviews

Trainees and graduates in 2015

Small mentor groups

Peer support and networking through events and training

Certificate III in Government – trainees - DCSI

Public Sector Fundamentals Skills Set – graduates - TAFESA

In 2015 agencies are obligated to assign 50% of successful Jobs4Youth2015 recruits to ASO-1 (trainees) or ASO2 (usually graduates) – levels may vary

7Courage & Tenacity Honesty & Integrity Sustainability Collaboration & Engagement Professionalism Respect Trust Service

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Questions?

8Courage & Tenacity Honesty & Integrity Sustainability Collaboration & Engagement Professionalism Respect Trust Service

How are we doing?

Questions so far?

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“We must view young people not as empty bottles to be filled but as candles to be lit.” (Anonymous)

Thank you for your participation today

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Working with Aboriginal and Torres Strait Islander people

Acknowledgement of Country

WE ACKNOWLEDGE THAT THE LAND THAT WE MEET ON IS THE TRADITIONAL LANDS FOR THE KAURNA PEOPLE. WE RESPECT THEIR SPIRITUAL RELATIONSHIP WITH THEIR COUNTRY. WE ALSO ACKNOWLEDGE THAT KAURNA PEOPLE AS THE CUSTODIANS OF THE ADELAIDE REGION AND THAT THEIR CULTURAL HERITAGE BELIEFS ARE STILL AS IMPORTANT TO THE LIVING KAURA PEOPLE TODAY.

Doug ClinchPrincipal Program Officer,

Aboriginal Employment ProgramsDepartment of State Development

Angela HartAboriginal Engagement

Coordinator,Aboriginal Employment ProgramsDepartment of State Development

1. Where are you from?

2. What do you know about Aboriginal people?

3. What would you like to get out of this session?

What is Cultural Awareness, anyway?

Cultural Awareness is the foundation of communication and it involves the ability of standing back from ourselves and becoming aware of our cultural values, beliefs and perceptions. • Why do we do things in that way? • How do we see the world? • Why do we react in that particular way?

Cultural awareness becomes central when we have to interact with people from other cultures. People see, interpret and evaluate things in a different ways. What is considered an appropriate behaviour in one culture is frequently inappropriate in another one. Misunderstandings arise when I use my meanings to make sense of your reality.

Breaking down stereotypes requires developing a greater understanding of what we believe to be fact and what is fiction.

One of the biggest myths about Aboriginality is that if you have fair skin you can’t be Aboriginal or Torres Strait Islander.

You’ve got to be black to be ‘a real’ Aboriginal – or that Aboriginality is attributed to the degree of ancestry, such as ‘she is 1/8th Aboriginal’.(These perceptions are highly offensive to Aboriginal and Torres Strait Islanders and must be understood as products of colonial thinking. Ideas of genetics and culture are often mistakenly collapsed together so that if someone’s skin is lighter, they are thought to have lost that equivalent of Aboriginal culture.)

‘Aboriginality is like a cup of tea - It doesn't matter how much white milk you add, it will always be a cup of tea.’

1788 - The First Fleet lands in Port Jackson – British settlement in Australia begins.1901 - Australia becomes a Federation. The Constitution states that Aboriginal People will not be counted in the census, and that the Commonwealth has the power to make laws relating to any race of people In Australia with the exception of Aborigines. The federated states therefore retain exclusive power over Aboriginal affairs until the Constitution is amended in 1967.1937 - Assimilation Policy. Conference of Commonwealth and State Authorities called by the federal government, decides that the official policy for some Aboriginal people is assimilation policy. Aboriginal people of mixed descent are to be assimilated into white society whether they want to be or not, those not living tribally are to be educated and all others are to stay on reserves.1967 - The 1967 referendum made history: Australians voted overwhelmingly to amend the constitution to include Aboriginal people in the census and allow the Commonwealth to create laws for them.2008 - On February 13th, 2008, Aboriginal people across all Australia were deeply moved and in tears: The Prime Minister of Australia, Kevin Rudd, had finally apologised to the Stolen Generations and said ‘sorry’.https://www.youtube.com/watch?v=b3TZOGpG6cM

Historical dates in Australian and Aboriginal History

“Until we get it right with the teaching of Aboriginal History, then I don’t think that

we can pretend to be Australians together.”

Dr Jackie Huggins AM, is a woman of the Bidjara/Birri-Gubba Juru peoples.

In 2001 Jackie was awarded an Order of Australia for her work services to the Indigenous community, particularly on reconciliation, literacy, women's issues and social justice.

How Do I Manage Cultural Diversity?

We are generally aware that the first step in managing diversity is recognize it and learning not to fear it.Since everyone is the product of their own culture, we need to increase both self-awareness and cross-cultural awareness. There is no book of instructions to deal with cultural diversity, no recipe to follow. But certain attitudes help to bridge cultures.Admit that you don’t know. Knowing that we don’t know everything, that a situation does not make sense, that our assumptions may be wrong is part of the process of becoming culturally aware. Assume differences, not similarities.Suspend judgments. Collect as much information as possible so you can describe the situation accurately before evaluating it.Empathy. In order to understand another person, we need to try standing in his/her shoes. Through empathy we learn of how other people would like to be treated by us.Systematically check your assumptions. Ask your colleagues for feedback and constantly check your assumptions to make sure that you clearly understand the situation.Become comfortable with ambiguity. The more complicated and uncertain life is, the more we tend to seek control. Assume that other people are as resourceful as we are and that their way will add to what we know. “If we always do, what we’ve always done, we will always get, what we always got.”Celebrate diversity. As a company find ways of sharing the cultures of your diverse workforce, i.e., in 2002 Deutsche Bank carried out multiple initiatives around the theme of “tolerance: diversity, identity, recognition” which they called “Initiative Plus 2002.” They encouraged employee projects and organized an annual colloquium of global experts.

[1] Adler, Organizational Behavior, 1991

Video - Swimming The River

http://www.youtube.com/watch?v=0P9FRacTji0

“Swimming the River” is how Wunan Chairman Ian Trust explains the key issues facing Aboriginal people in the East Kimberley. The diagram depicts the impact of European settlement, failure of many Aboriginal people to adapt to the changing environment and damage to people and culture that has resulted. It also proposes a solution – Living Change – whereby Aboriginal people accept responsibility for their future, capitalise on their abilities and, with help, learn to “swim the river” and prosper from the opportunities that exist across the region and beyond

Aboriginal Flag

Black: Represents the Aboriginal people of Australia

Yellow: Represents the Sun, the giver of life and protector

Red: Represents the red earth, the red ochre and a spiritual relation to the land

The Aboriginal flag was designed by artist Harold Thomas.

The flag was first flown on National Aborigine’s Day in Victoria Square in Adelaide on 12 July 1971.

The Torres Strait Islander Flag is an official Flag of Australia, and is the flag that represents Torres Strait Islander people. It was designed in 1992 by Bernard Namok. It won a local competition held by the Islands Coordinating Council, and was recognised by the Aboriginal and Torres Strait Islander Commission in June 1992.

SIGNIFICANT CULTURAL EVENTS / DATES TO BE AWARE OF

There are a number of dates in a calendar year that are important to Aboriginal and Torres Strait Islander people.

• January 26 - Survival Day

• February 13 - Anniversary of the National Apology

• March 21 - Harmony Day

• May 26 - National Day of Healing (National Sorry Day)

• May 27 – June 3 - Reconciliation Week

• June 3 - Mabo Day

• July 5 – 12, 2015 - NAIDOC Week (National Aboriginal and Islanders Day Observance Committee)

• August 4 - National Aboriginal and Islander Children’s Day

• August 9 - International Day of the World’s Indigenous People

We can face up to this past honestly, or we can continue to ignore it. But sooner or later, the truth will come out.Do you want your generation to be the one that does the hard work and faces the truths of our past, or are you content to leave it to other generations to resolve?

If you want to change things, then do what Goodes says – “educate yourself, and stop denying our collective past.”

‘A Punter's Guide To Not Getting Defensive About Adam Goodes' Truth Bombs’ - By Chris GrahamnewMatilda,com

COMMON ISSUES

- Stereotypes- Equality and Discrimination- Urban and remote areas- Communication- Family- Role models and pressure to perform- Absenteeism- Mental Health eg. depression & anxiety - Drug & alcohol abuse - Low self esteem & lack of confidence - Social and emotional wellbeing issues- Below standard literacy and numeracy rates

Hugh Jackman on Aboriginal communities.https://www.youtube.com/watch?v=cbEiWnbmu5w

Training for supervisors and managers of Aboriginal and Torres Strait Islander employees. • Understanding cultural differences• Mutual respect within the workplace (including an understanding of Aboriginal Cultural

obligations) • Policies, procedures and processes for Aboriginal people • Induction practices which support Aboriginal employees to successfully engage with

other employees, understand workplace requirements and be supported to remain within the organisation

• Career pathway mapping and tracking • Mentoring support • Workplace issues and solutions for Aboriginal employees.• Educating the broader workforce of the issues that can affect Aboriginal people in the

workplace and practical solutions on how to support and manage Aboriginal people• Being an advocate for Aboriginal employment within the organisation• HR Policies, cultural leave, sorry business etc.

12.5 Specific Special Leave Types

12.5.1 Cultural LeaveAccess to 15 days special leave with pay for cultural leave is part of the general Special

Leave with Pay provisions and not a further 15 days.Cultural leave may be granted to an employee to attend to significant cultural obligations.

12.5.2 Aboriginal and Torres Strait Islander Employee ProvisionsAboriginal and Torres Strait Islander employees are eligible to apply for cultural leave

entitlements of up to 15 days SLWP in any one calendar year and/or up to one year SLWOP to be negotiated with the line manager and/or delegate to enable an employee to fulfil community, ceremonial, family, funeral and/or cultural obligations.

Applications for SLWOP in excess of one year may be approved by the delegate where special

circumstances exist.Aboriginal and Torres Strait islander employees are able to access one day paid special

leave for the purpose of attending National Aborigines and Islanders Day Observance Committee (NAIDOC) celebrations.

DEPARTMENT OF STATE DEVELOPMENT LEAVE PROCEDURE

Inappropriate Terminology:

Historically there has been a range of terms used to describe Aboriginal Australians, including: those that attempted to classify according to parentage and skin colour eg: full-blood; half-caste; quarter-caste; quadroon; or part-Aborigine. These are extremely offensive to Indigenous people and should never be used. Likewise the nouns Aborigine or Aborigines or abbreviations such as Abo’s should not be used.

Always capitalise the first letter of the descriptors Aboriginal and Torres Strait Islander. It is disrespectful not to do so. It is similar to spelling someone’s name without a capital or another country’s inhabitants without a capital.

Aboriginal people are a diverse group of individuals and use of the term 'Aborigine' has negative connotations imposed during colonisation and can perpetuate prejudice and discrimination.

Using the right name for Aboriginal people shows respect, shows that you care, combats racism and might open doors.

The benefits of employing Aboriginal and Torres Strait Islander Australians

Being an employer of choice is essential in the face of skills gaps, skills shortages, an ageingworkforce, and public and private sector competition.

• Addressing labour shortages• Expanding your talent pool• Representing the community where your organisation operates• Greater diversity in thinking and experiences• Developing new markets• Compliance requirements and regulations• Winning government and corporate tenders• Expanding the knowledge and awareness of non-Indigenous staff members• Meeting corporate social responsibilities and objectives• Staff engagement and satisfaction• Shaping public and industry policy

https://www.reconciliation.org.au/workplace/resources/

While Aboriginal people do experience higher rate of disadvantage and unemployment, many Aboriginal people have

gone on to higher education and hold leadership positions in business, government, and community sectors.

Questions / Discussions

Angie HartAboriginal Engagement Coordinator

Aboriginal Employment ProgramsDepartment of State Development

T: (08) 84635602M: 0428112891E: angela.hart@sa.gov.au

Doug ClinchPrincipal Program Officer

Aboriginal Employment ProgramsDepartment of State Development

T:(08) 8463 5516M: 0429 567 515E: douglas.clinch@sa.gov.au

http://aboriginalemploymentsa.com.au

http://shareourpride.reconciliation.org.au/sections/first-australians

http://www.creativespirits.info/aboriginalculture

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30 Minutes for lunch

Lunch Break

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Information for supervisors of trainees

November 2015

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Key points

What are Training Contracts and Training Plans? Who is involved? Obligations under a Training Contract What is a probationary period? Suspension & termination Wilful & serious misconduct Varying and completing a Training Contract Where do I go if I have a problem?

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What is a Training Contract? A Training Contract is a legally binding employment and training

agreement between a trainee or apprentice and their registered employer.

A Training Contract combines paid work and training.

What is a Training Plan? A Training Plan details the competencies that you and your trainee

have agreed they will undertake to achieve their qualification, in addition to the method of training delivery.

The Training Plan is developed in conjunction with the trainee and your chosen Registered Training Organisation.

(TAS Booklet, pages 5 and 11)

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Who is involved?The key players in a traineeship are you and your trainee, but other players also include:

Traineeship and Apprenticeship Services (TAS) TAS registers businesses to employ apprentices/trainees, assesses new Training

Contracts and applications to vary active Training Contracts, and also provides impartial information and advice to trainees, apprentices and employers.

Your Australian Apprenticeships Centre (AAC)

Your Registered Training Organisation (RTO)

Your trainee’s parent or guardian (if they are under 18 years of age)

(TAS Booklet, pages 1 and 6)

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Employer responsibilities under a Training Contract

Comply with the employer obligations under the Training Contract. Abide by the Training and Skills Development Act 2008 Provide employment and training for the term of the Training Contract. Provide appropriate supervision at all times. Release the trainee to undertake relevant training and assessment. Comply with the wages and conditions in their industrial award or

agreement. Follow the Training and Skills Commission guidelines and relevant

legislation, such as the Work Health and Safety Act 2012.

(TAS Booklet, page 8)

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Employer responsibilities (continued)

Work with the RTO and trainee to coordinate on-the-job work that directly correlates to their current off-the-job studies.

Taking into consideration their educational and employment background, ensure that trainees are properly inducted and introduced to a working culture, and provided a variety of challenging tasks to aid them in their professional development.

(TAS Booklet, page 8)

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Trainee responsibilities under a Training Contract

Comply with the trainee obligations under the Training Contract. Attend work and training at agreed times. Observe the conditions of their employment, and follow any lawful

and reasonable direction from their employer. Work towards achieving the qualification. Undertake any training and assessment required.

(TAS Booklet, page 8)

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Probationary Period

During the probationary period either you or your trainee can withdraw from the Training Contract.

After this time, only the Training and Skills Commission or the Industrial Relations Commission of South Australia terminate a Training Contract.

The probationary period for a 12 month traineeship is 1 month. From 1 December 2015, this will change to 60 days.

(TAS Booklet, page 7)

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Suspension & Termination

Only the Training and Skills Commission (TaSC), or the Industrial Relations Commission of SA can terminate or suspend a Training Contract. The TaSC has developed Guidelines for the Suspension of a Training Contract.

A Training Contract can be suspended for a number of reasons, including if the trainee: Has been unwell or experiencing personal issues that prevent them from

undertaking work, where they have no personal leave entitlements to use. Is undertaking higher duties beyond what is expected of a trainee.

If you are considering applying to terminate or suspend a Training Contract, it is recommended that you contact TAS to discuss your options.

(TAS Booklet, pages 16-18)

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Wilful and Serious Misconduct

If an employer has reasonable grounds to believe a trainee is guilty of wilful and serious misconduct, a employer can suspend the trainee from their Training Contract for up to 7 working days.

You must you notify the SA Industrial Relations Commission (SAIRC), and confirm the suspension in writing within 3 days of the suspension.

The SAIRC will hold a conciliation hearing with you and your trainee.

(TAS Booklet, page 18)

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What if I need to vary the Training Contract?

You can apply to TAS to vary the Training Contract for a number of reasons, including: Suspension – a temporary postponement of the Training Contract for a

period of time agreed by you and your trainee. Transfer – the Training Contract may be transferred to another

employer if your agency, your trainee and the new employer agree. Extension – every effort should be made to complete both the on-job

and off-job training within the term of the Training Contract. However, if the trainee is unlikely to complete their training in time contact Traineeship and Apprenticeship Services for information and advice.

(TAS Booklet, pages 16-20)

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Completion of a Training Contract

The Training Contract is deemed to be complete when:

You and your trainee have mutually agreed that they have achieved competency in the workplace, and

The Registered Training Organisation has certified that the trainee has completed the qualification specified in the Training Contract.

To complete a Training Contract, an application form needs to be submitted to TAS for assessment.

(TAS Booklet, page 19)

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Contact TAS for further information or assistance:

Phone 1800 673 097

Email dsd.tas@sa.gov.au

Website skills.sa.gov.au/apprentices

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Stanton Institute

www.stantoninstitute.edu.au - (08) 8226 6974 - enquiries@stantoninsitute.edu.au

Jobs4Youth 2015

Supervisor Training

PSPGOV416A - Monitor Performance and Provide Feedback

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Learning ObjectivesThe unit of competency is:

PSPGOV416A - Monitor performance and provide feedback

Plan for performance monitoring and feedback

Monitor performance and document outcomes

Provide feedback and determine action

Review performance monitoring and feedback

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Assessment

Task 1: Locate your agencies Performance Management documents and complete the self-assessment skills and knowledge activity.

Task 2 Complete the case study

Task 3 Short answer questions relating to diversity in the workplace

Task 4 Submit a six monthly progress review of your trainee/graduate

Task 5. Document your experience in the performance monitoring process

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Office for the Public Sector Resources

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http://publicsector.sa.gov.au

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Register with State Government email

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Plan for performance monitoring and feedback

In your groups discuss what you believe performance monitoring and feedback includes.

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Activity 1

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Performance Management Terminology

In the resource book there is a table that provides the terms used by different agencies for their performance management processes

What underpins all performance management frameworks?

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Professionalism Service Collaboration & Engagement Sustainability Courage & Tenacity Trust Respect Honesty & Integrity

Plus the Code of Ethics for the SA Public Sector

South Australian Public Sector Values

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Provide clear expectations of work and conduct

Align individual outcomes with corporate objectives

Mutual respect, understanding, and responsibility

Help identify learning and development needs

Supportive and safe work environments

Accountability through professional conversations and feedback

What are some of the Principles of Performance Management?

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To meet legislative requirements and to meet the outcomes of the:

State Strategic Plan

Agency strategic plan

Divisional plan

Team plan

Individual work plan

Why do we have performance management frameworks, policies & guidelines?

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Section 8 of the Public Sector Act 2009 sets out clear requirements to establish and maintain performance development and management processes across the SA Public Sector.

Managing and monitoring the performance of trainees/graduates connects the work they do to organizational planning, strategic objectives and relevant performance standards, therefore you are complying with legislation.

How does any of this have anything to do with you supervising a trainee or graduate?

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How are you going to achieve this?

Planning

“My first day on the job was so cool. I had my own desk, everything had been organized for me before I got there. All the staff were so friendly, I had a work-plan and everything.”

“My experience wasn’t like that I was told that they didn’t want a trainee and had no idea what I was going to do. There was no where for me to sit. One of the staff told me they never keep trainees some only stay a few weeks. I just wanted to go home.”

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Regular supervision meetings

Using a sound leadership style

Getting back on track

How are you going to achieve this?

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Supporting the trainee/graduate through their qualification or skill set

What is a unit of competency? What units will be delivered in the Certificate

III in Government? How will delivery and assessments occur? What is meant by the triangle model?

how is this implemented? How does on-the-job and off-the-job link? What will a training schedule look like? ie,

time away from the office, study time in the office

What resources do I need to provide?

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Questions

Round Robin

Feedback sheets

Thank you for your participation and enjoy the journey with your trainee or graduate