HRM Practices for Aboriginal, Torres Strait Islander, & Disabled People Assessment Answer

Introduction

Human resource management is regarded as the strategic approach towards supporting and nurturing employees and making sure of a positive workplace environment (Moustaghfir et al., 2020).

Aboriginal and Torres Strait Islander individuals are more likely as compared to other Australians to practice several forms of difficulty, including advanced rates of unemployment, isolation, poverty, discrimination, etc. (Adams et al., 2020).

People with disability include those that have long-term mental, physical, sensory or intellectual impairments which in collaboration with numerous barriers might hinder their complete and effective involvement in society (Banas et al., 2019).

This report will cover the matters and practices within the recruitment of Aboriginal and Torres Islander people and secondly, it will detail the recruitment problems and practices among disabled people. This report will also offer recommendations to enhance the process of recruitment for these groups.

Recruitment Issues and Practices With Aboriginal and Torres Strait Islander People

Issues

Co-workers and employees might not comprehend or admire the unique cultural variances between Aboriginal and indigenous individuals which may create a worksite setting of resentment, disrespect or distrust. Broken families, poverty, stereotypes, racism, discrimination and some role models all make a contribution to lower self-esteem (O’Loughlin et al., 2022). Due to this, it becomes tough for them to present themselves well in any job discussion when one is fighting with lower self-esteem. Discrimination, racism and stereotypes are one of the primary barricades to indigenous persons getting recruited in the job and enduring in the job, and it is straightforwardly connected to attitudes passed down since European colonizers came in North America (Leon, 2022). There are a huge number of myths and fallacies regarding indigenous individuals and supposed superior conduct that few non-indigenous persons still believe are true. Several First Nations Children, residing on reserve, initiate every day in a congested, inappropriate home that probably requires repairs, has asbestos and mould, and might not have drinking water. Unhealthy living circumstances impact both physical and mental health. Indigenous and Aboriginal families have no or little experience in working for money (Kendall et al., 2020). When the employment history of the candidate is lacking, there are greater chances that the candidate would not get selected.

Practices

Inclusion can be regarded as the company-wide culture that inspires and encourages Aboriginal and Indigenous individuals to contribute in all areas of corporate operations. The companies are welcoming those applicants and take their experiences and worldview into consideration as part of the wider gratitude of the varied ways of living and thinking (McGinnis et al., 2020). An adequate inclusion approach holds a lot of worth, not just for society as a full, but also for the entire corporate. Inclusivity strategies can direct to a wide range of aids such as greater innovation, admittance to a broader pool of talent, and enhanced retention of employees and it might even raise the revenue of the company.

Inclusion of lack of acknowledgements in the business practices – This act as a way of identifying the traditional and historical meaning in the context of first nations culture. They act as a exhibition of respect toward Aboriginal culture and cater as the clear symbol of importance that the company places on counting indigenous people and their past as the portion of the organization. Past recognition is being done in a wide range of ways. The major strength of this practice is that it helps in redefining how settlers position themselves in relation to indigenous people, which could act as a useful tool for HR divisions aiming to establish more inclusive work environments (Robinson et al., 2021). However, these land acknowledgements are not conducted in a meaningful manner and just come across as just reading from the script. The acknowledgement is not followed with actions and is not presented authentically and genuinely with respect and integrity. Interacting with the indigenous employees acts as a countless way to discover what forms of land acknowledgements would work finest for the company and the workers.

Implementation of culturally subtle interviewing procedure – The interview procedure is often where the Aboriginal applicants face discrimination at the workplace. Several outdated interview assessment criteria penalize native cultural differences. Interviewers are being trained to comprehend the experiences, culture and probable difficulties their applicants might face while searching for a job at the company (Naylor & Heydon, 2022). The major strength of this strategy is that HR managers become able to understand how Aboriginal people might be more probable to have unpredictable work experience, absence of official training, etc. However, a weakness is that some recruiters resist getting training for conducting culturally sensitive interviews. Also, there is a lack of a consistent process that assesses skill tests, incoming resumes, and discussion outcomes in a manner that does not consider indigenous viewpoints.

Make an investment in company-wide social sensitivity training – Cultural sympathy training is one of the highest impactful funds that organizations are making to ensure that the workplace is comprehensive of Aboriginal workers and applicants. Social workshops and training are good in offering the personnel the chance to absorb about true and profound native culture and past while offering tools to make their aboriginal workers feel welcomed in a reverent working setting (Caron et al., 2019). However, some companies are planning for such type of training due to the huge cost and time involved in the process. Due to this, they become unable to transform the inclusion culture of the company with the powerful top-down approach, leading it complex for managers to undertake adjustments to the daily operations of the company where required.

Recruitment Issues and Practices Faced With Disable People

Issues  

Australians having disability faces a wide range of organizational and individual barricades at distinct phases of engagement including recruitment, withholding and re-entering the workforce. People having frailties are more prone to live in scarcity, have insecure or poor-quality housing, have lower levels of staff participation and education, and remain informally excluded or marginalized (Michumais, 2019). They also face fierceness and discrimination in relation to their disability and have complexity in accessing adequate health care. Specific clusters within the public might experience discernment on the foundation of their disability distinctively from others, for instance, women, older people, individuals from linguistically and culturally varied backgrounds, indigenous people, and LGBTI persons. The impacts of incapacity discrimination can be compounded by numerous procedures of discrimination. For instance, the Aboriginal woman having disability possibly encounters discrimination on lands of gender, race and disability. Furthermore, numerous grounds of discrimination overlay and generate distinct impacts. They face discriminatory attitudes and behaviour during recruitment from employers and others. In addition, they lack access to available conveyance, technology in the office and factory design. Moreover, there is a deficiency of assistance in determining, safeguarding and maintaining engagement of disabled people. They encounter difficulty in experiencing and retrieving flexible work provisions along with complications in negotiating realistic adjustments or accommodation in the office (Rotarou et al., 2021).

Practices

Closing disabilities data gas and provoke highly inclusive reporting – Disability enclosure is strikingly absent from standardized main performance indicators, targets or metrics via which companies are measuring their performance, impact and the worth they fetch to humanity. Inclusive revelation of a disability by the corporation has enabled stockholders to undertake informed investment decisions with respect to such an organization (Jansen et al., 2021). While the corporations are rising their efforts in prioritizing the social in ESG, there is still a requirement for organizations to recognize disability inclusion as the substantial topic and involve in highly clear and harmonized reporting.

Recognition and embracing neurodiversity – Neurodiversity recognizes the notion that individuals tend to experience and interrelate with the world across them in distinct ways. While it is regarded as the multiplicity of all people, it is usually used in relation to autism spectrum disorder and other evolving conditions like focus deficit hyperactivity illness or learning incapacities (Thompson, 2023). The study signifies that varied perspectives drive improved business results and that when individuals feel belongingness at work, they are highly creative, engaged and healthier. However, varied perspectives are not sufficient, instead, it is the integration and application of diversity that truly unlocks worth.

Partnering with community-based NGOs or Companies – This strategy helps in ensuring that the entire company is trained on laws in relation to disability inclusion and there are weekly disability awareness communications. Recruitment agencies can also associate themselves with such community-based firms that can aid them in hiring the differently abled and must also keep in mind that the recruiters acquire adequate training with time on how to involve candidates having unique needs. However, community-based organizations are not able to fill all the vacant positions in the company.

Conclusion

It can be concluded that there is an education disparity between indigenous and non-indigenous people and differently-abled people. Cultural awareness training and workshops have not yet become standardized across corporations grounded in Australia, but they are becoming more widely used and there is a new sector evolving to offer such facilities. It has been analyzed that nobody must suffer from any discrimination. Recruiters must make sure that there is sufficient training and the right set of infrastructures to make it simpler for them. Corporations are required to have faith in their disabled and aboriginal employees and remain flexible and supportive towards their requirements to offer them self-confidence and subsequently, the desire to accomplish success.

Recommendations

Recommendations for improving recruiting Aboriginal and Torres Islander people

• Ensure a culturally safe environment – Break down the barriers of anxiety and mistrust by indicating genuine interest in determining indigenous candidates – who they are and in what way they can contribute. The approaches to developing a culturally safer environment include establishing relationships through honest, open and informal communications (Shirodkar, 2021).
• Make sure that all methods of recruitment and selection used have a lower negative impact and higher predictive validity. Private sector organizations must use the support offered by the government in order to make delivery successful outcomes.
• While targets and quotas can be of aid in setting the minimum number of Aboriginal employees, firms must not be bound by them as motivations can change. The effective measure of success is how many indigenous people are still working after one year, two years or 10 years.
• Make use of merit-based selection procedures, but have an adaptable and flexible approach. For instance, when there is any gap in the resume of a candidate, discover why instead of making assumptions and screening out the candidate. Also, ensure that the company adapt the communication style and language to suit the candidate.
• Simple changes to the hiring process can aid in making opportunities fairer for indigenous candidates (Itano-Boase et al., 2021). It is substantial to review the job ads and remove any non-essential requirements. Listing too many criteria might discourage effective applicants from applying. Make sure that the recruitment and selection procedure is as short and simple as possible.

Recommendations for improving recruiting disabled people

• Remain mindful of the language – Avoid words such as disabled or people with disabilities and use differently abled. And use phrases such as check out or learn more in calls to action, instead of verbs like hear or see.
• Provide essential accommodations – Accommodations act as a crucial part of making sure the hiring and recruitment processes are inclusive. For instance, companies can provide an interpreter during the interview for an applicant that is hard of hearing (Gould et al., 2020). Or maybe, the neurodivergent candidate will require a quieter interview space.
• Ensure that the corporation has the right infrastructure – To hire differently-abled people, make sure that the corporation has the right infrastructure and accommodation to offer support. There might be some necessity to relocate their workstation, provide flexible working hours or even update the employee handbook. After the recruiter hires somebody with a disability for the company, the present employees in the company should treat them with identical value and respect that they treat their other co-workers.

References

Adams, M., Canuto, K. J., Drew, N., & Fleay, J. J. (2020). Postcolonial Traumatic Stresses among Aboriginal and Torres Strait Islander Australians. ab-Original: Journal of Indigenous Studies and First Nations and First Peoples' Cultures, 3(2), 233-263. https://doi.org/10.5325/aboriginal.3.2.0233

Banas, J. R., Magasi, S., The, K., & Victorson, D. E. (2019). Recruiting and retaining people with disabilities for qualitative health research: Challenges and solutions. Qualitative Health Research, 29(7), 1056-1064. https://doi.org/10.1177/1049732319833361

Caron, J., Asselin, H., Beaudoin, J. M., & Muresanu, D. (2019). Promoting perceived insider status of indigenous employees: A review within the psychological contract framework. Cross Cultural & Strategic Management. https://www.emerald.com/insight/content/doi/10.1108/CCSM-02-2019-0031/full/html

Gould, R., Harris, S. P., Mullin, C., & Jones, R. (2020). Disability, diversity, and corporate social responsibility: Learning from recognized leaders in inclusion. Journal of Vocational Rehabilitation, 52(1), 29-42. https://content.iospress.com/articles/journal-of-vocational-rehabilitation/jvr191058

Itano-Boase, M., Wijesingha, R., Cukier, W., Latif, R., & Hon, H. (2021). Exploring Diversity and Inclusion in Work-Integrated Learning: An Ecological Model Approach. International Journal of Work-Integrated Learning, 22(3), 253-269. https://eric.ed.gov/?id=EJ1313423

Jansen, J., van Ooijen, R., Koning, P. W. C., Boot, C. R., & Brouwer, S. (2021). The role of the employer in supporting work participation of workers with disabilities: a systematic literature review using an interdisciplinary approach. Journal of Occupational Rehabilitation, 31(4), 916-949. https://link.springer.com/article/10.1007/s10926-021-09978-3

Kendall, S., Lighton, S., Sherwood, J., Baldry, E., & Sullivan, E. A. (2020). Incarcerated Aboriginal women’s experiences of accessing healthcare and the limitations of the ‘equal treatment principle. International Journal for Equity in Health, 19(1), 1-14. https://equityhealthj.biomedcentral.com/articles/10.1186/s12939-020-1155-3

Leon, C. (2022). Insights for Indigenous Employment into a case study of unconscious bias in the Australian Public Service. Australian Journal of Social Issues, 57(4), 898-919. https://doi.org/10.1002/ajs4.221

McGinnis, G., Harvey, M., & Young, T. (2020). Indigenous knowledge sharing in Northern Australia: Engaging digital technology for cultural interpretation. Tourism Planning & Development, 17(1), 96-125. https://doi.org/10.1080/21568316.2019.1704855

Michumais, N. (2019). National Disability Authority. https://nda.ie/uploads/publications/reasonable-accommodations-obstacles-and-opportunities-to-the-employment-of-persons-with-a-disability1.pdf

Moustaghfir, K., El Fatihi, S., & Benouarrek, M. (2020). Human resource management practices, entrepreneurial orientation and firm performance: what is the link? Measuring Business Excellence. https://www.emerald.com/insight/content/doi/10.1108/MBE-12-2019-0119/full/html

Naylor, B., & Heydon, G. (2022). Criminal records, discrimination, and Aboriginal communities: Enhancing employment opportunities. Journal of Criminology, 55(4), 514-531. https://doi.org/10.1177/26338076221128996

O'Loughlin, R. A., Kristman, V. L., & Gilbeau, A. (2022). Inclusion of Indigenous Workers in workplace mental health. Equality, Diversity and Inclusion: An International Journal, 41(3), 340-351. https://www.emerald.com/insight/content/doi/10.1108/Edi-07-2020-0176/full/html

Robinson, J. M., Gellie, N., MacCarthy, D., Mills, J. G., O'Donnell, K., & Redvers, N. (2021). Traditional ecological knowledge in restoration ecology: a call to listen deeply, to engage with, and respect Indigenous voices. Restoration Ecology, 29(4), e13381. https://doi.org/10.1111/rec.13381

Rotarou, E. S., Sakellariou, D., Kakoullis, E. J., & Warren, N. (2021). Disabled people in the time of COVID-19: identifying needs, promoting inclusivity. Journal of global health, 11. https://doi.org/10.7189%2Fjogh.11.03007

Shirodkar, S. (2021). Unlocking Indigenous entrepreneurial potential: A mixed methods study of the pathways and barriers into business for Indigenous Australians. https://openresearch-repository.anu.edu.au/handle/1885/236334

Thompson, E. (2023). A Hidden Force: Unlocking the Potential of Neurodiversity at Work. Greenleaf Book Group. https://books.google.co.in/books?hl=en&lr=&id=YoK2EAAAQBAJ&oi=fnd&pg=PT13&dq=Neurodiversity+acknowledges+the+notion+that+people+tend+to+experience+and+interact+with+world+across+them+in+distinct+ways&ots=ClU2BAlrfR&sig=pqfTZiGJTtE4Mk1vVKf1m-5dBgI&redir_esc=y#v=onepage&q&f=false

You Might Also Like:

Human Resource Management Assignment Help

Measuring HR Efficiency and Effectiveness HRM0128 Assessment Answers

HRMT20024 HRM Challenges in The Age of Globalisation Assignment Sample