According to Charles, who is the co-founder and managing director of Indigenous Commercial Corporation (ICC) and group social and responsibility director at SKG Services, businesses need to question the factors impacting Indigenous workers both before and during employment.<\/p>\n
\u201cWe need to ask: Are Indigenous applicants being recruited into the same range of roles as other applicants? Are starting salaries being set equitably? Are Indigenous employees being given access to training and development? Are they being considered for acting opportunities and promotions? Are they represented in management and executive positions?\u201d he said.<\/p>\n
Charles encouraged employers and managers to consider Indigenous recruitment and employment as a career and workforce development strategy that continues into the long term.<\/p>\n
In this way, he suggested that businesses start by creating stronger entry pathways from education into employment via traineeships, apprenticeships, cadetships, internships, work experience, and structured entry-level programs.<\/p>\n
However, this needs to be backed up with retention and advancement measures, Charles said.<\/p>\n
\u201cIf an Indigenous employee comes into an organisation, stays in the same position for several years and doesn\u2019t have access to development or progression, then we haven\u2019t really created a career pathway. Every Indigenous employee should be able to understand what their next step could be,\u201d he said.<\/p>\n
\u201cThat means having proper career conversations, development plans, training opportunities and access to mentors.\u201d<\/p>\n
Further, Charles said that organisations should be looking into Indigenous procurement.<\/p>\n
\u201cBusinesses have enormous purchasing power, and engaging Indigenous-owned businesses can create a broader economic impact. When a large organisation creates a commercial opportunity for an Indigenous business, that can support further employment, skills development, supplier growth and investment back into Indigenous communities,\u201d he said.<\/p>\n
As such, elevation doesn\u2019t have to be limited to direct employees.<\/p>\n
Charles said: \u201cFor me, the biggest shift is moving away from measuring only participation and starting to measure experience and outcomes. It is one thing to say, \u2018We employ Indigenous people\u2019. It is another to be able to demonstrate that Indigenous employees are being paid fairly, developed properly, promoted fairly, retained successfully and represented at every level of the organisation.\u201d<\/p>\n
Regarding Indigenous-specific events or education, Charles explained that deferring to Indigenous employees creates additional responsibilities that are often not referenced in a position description or remuneration; further, certain measures can feel performative or for compliance purposes rather than impactful and deliberate.<\/p>\n
\u201cBusinesses need to be careful that being the only Indigenous person, or one of only a few Indigenous people, doesn\u2019t automatically make that employee responsible for all things Indigenous within the organisation,\u201d Charles said.<\/p>\n
\u201cOne of the things employers can do is share responsibility across the organisation. Non-Indigenous leaders and employees need to build their own cultural capability rather than relying on Indigenous colleagues to carry that responsibility.\u201d<\/p>\n
Further, organisations that don\u2019t provide cultural safety, address racism head on, or fail to have clear career progression will likely cause feelings of isolation, fear and doubt among Indigenous employees.<\/p>\n
Charles noted the impact of recognising cultural obligations and family responsibilities, and offering flexibility where appropriate, as strong identifiers of culturally safe workplaces.<\/p>\n
\u201cCultural capability means that an organisation has the knowledge, behaviours, leadership and systems to work respectfully with Aboriginal and Torres Strait Islander peoples and to create an environment where Indigenous employees can succeed without having to compromise their identity. But knowledge on its own isn\u2019t enough. It needs to influence behaviour,\u201d he said.<\/p>\n
\u201cFor leaders, this means knowing what to do when someone makes a racist comment, when an Indigenous employee raises a cultural concern, or simply how to engage respectfully with Indigenous communities and businesses.\u201d<\/p>\n
Charles added: \u201cA culturally capable workplace is one where an Indigenous employee can be successful professionally while also being proud of who they are.\u201d<\/p>\n
In this way, the pay gap functions as an indicator that signals a much deeper and more complex issue.<\/p>\n
Charles said: \u201cI think we also need accountability. Indigenous employment shouldn\u2019t sit solely within a RAP or HR strategy. It should be part of the broader business strategy and reported to senior leadership and boards. And Indigenous people need to be involved in deciding what success looks like. We shouldn\u2019t design strategies for Indigenous people without Indigenous people.<\/p>\n
\u201cFor me, the ultimate measure is much more human than a single KPI.\u201d<\/p>\n
RELATED TERMSEmployee<\/a><\/p>\n An employee is a person who has signed a contract with a company to provide services in exchange for pay or benefits. Employees vary from other employees like contractors in that their employer has the legal authority to set their working conditions, hours, and working practises.<\/p>\n Recruitment<\/a><\/p>\n The practice of actively seeking, locating, and employing people for a certain position or career in a corporation is known as recruitment.<\/p>\n
![\"HR](\"https:\/\/www.newsbeep.com\/us\/wp-content\/uploads\/2026\/10\/google_preferred_source_badge_dark_2x_novto2.png\"){kind=icon}
<\/a>Want to see more stories from trusted news sources?