Addressing Cultural Load on Aboriginal* staff: Are you enabling this? You might not even know it exists…

*The term ‘Aboriginal’ is intended inclusively, to refer to both Aboriginal and Torres Strait Islander peoples of Australia. I recognise that people of Torres Strait Islander origin may not be of Aboriginal descent. I respectfully acknowledge Torres Strait Islanders as Australia’s First Peoples. I acknowledge their separate culture, belief systems and identities.

ARTICLE PREFACE

I would like to preface this article by stating it is specifically in relation to Aboriginal recruitment. If actioned appropriately Aboriginal and/or Torres Strait Islander people occupy and thrive in all areas and all levels of employment.

‘Understanding Cultural Load: The Unique Challenges Faced by Aboriginal People in Workplace and Community Settings’

"Cultural load" refers to the unique challenges and responsibilities that Aboriginal people may face in the workplace and community settings due to their cultural background, history, and experiences. In some cases, these challenges can be compounded by the field the Aboriginal person has chosen to work in.

The statement below may seem contradictory, rather oxymoronic – but the enlightenment lies within an intrinsic cultural obligation: Aboriginal individuals are pursuing employment opportunities within the Police Force, the Criminal Justice system, Out of Home Care, or Welfare sectors - areas where their people face disproportionate representation, racial profiling, and targeting. While acknowledging other occupational fields like education, labourers, technicians and clerical roles, most people are aware of the entrenched disadvantage that Aboriginal people experience, particularly in employment. Sectors have deployed employment strategies that aim to harness the expertise of Aboriginal professionals to serve as an antidote to the systemic overrepresentation and racism encountered in these fields.

Cultural Load has emerged consequently, perpetuated both unintentionally and intentionally. These challenges can encompass a range of factors, including historical trauma, discrimination, systemic barriers, and the need to navigate between traditional cultural practices and contemporary Western society. The intrinsic cultural obligation many Aboriginal people carry within a role compounds these expectations from both the community and corporate environments, bringing forth an extra, and immeasurable desire to achieve for both parties.

Boundaries, limitations, and strategic solutions need to be explored and implemented for the success of the role(s) and most importantly the well-being and value proposition of the employees. Strategies exist – In March 2024, Murdoch University in Western Australia introduced a pioneering policy, implementing a ‘Cultural load allowance’, which marks a significant milestone in acknowledging the cultural contributions of Aboriginal individuals within the education sector. I assume that the evaluation and findings of this approach will be thought-provoking.

In the workplace, cultural load may manifest in various ways, such as:

• Cultural identity: Aboriginal people may experience pressure to balance their cultural identity with the expectations of mainstream workplace culture. It may involve navigating stereotypes, biases, and misconceptions about their role in the organisation, culture, and purpose.
• Beacon of cultural awareness: Aboriginal people may find themselves educating colleagues or employees about their culture and significance in various contexts that sit outside of their role accountabilities.
• Kinship & workplace obligations: Aboriginal employees may have additional responsibilities related to family and community obligations, such as caring for Elders, participating in cultural events or ceremonies, or supporting community initiatives in direct conflict with the position of their workplace. The load of being ‘that black fulla' that works in the identified role/that organisation’ bears a responsibility that must be respectfully acknowledged and managed sensitively.
• Trauma and historical context: Some Aboriginal people carry intergenerational trauma stemming from colonialism, forced assimilation policies, and other historical injustices. This trauma can impact mental health, relationships, and overall well-being, potentially affecting job performance and interactions in the workplace.

These factors can be emotionally draining and time-consuming, especially if there’s a lack of understanding or willingness to engage in Aboriginal perspectives. Balancing these commitments with work can be challenging, especially if employers and the environment are not supportive or accommodating.

It is noteworthy that there are equal challenges for Aboriginal people relating to cultural load in a community setting, which can include but are not limited to: maintaining cultural traditions, addressing past and current social/political issues, and navigating systems of sovereignty and self- determination within complex systems of governance (land management, resource allocation via government systems).

Balancing act: Assessing Cultural Load in Aboriginal workforces – Is Your Organisation Overburdening Aboriginal Staff?

Like all challenges, we must address our current state and seek evidence. If you have an Aboriginal workforce, you may understand your current workforce representation, roles (and levels) in which they occupy, and separation rates. If you have this data available, I have no doubt that cultural load and burnout have contributed to a portion of your separations.

I have observed efforts to limit and understand the impacts of cultural load in the workplace. Performance reviews, the NSW Government led; People Matter Survey, 360 surveys and attrition data (separation from a role or organisation) of Aboriginal employees, cultural bias workshops, etc. although we can do better – Aboriginal data sovereignty, principals and ethical usage is finally gaining momentum. Exit strategies, targeted questions for Aboriginal staff in targeted or identified roles and those in mainstream roles who have self-identified as Aboriginal are steps in the right direction.

Stating the headline for this section as a ‘balancing act’ can be examined as inconsiderate, I could be viewed as a minimizer. Although to open dialogue and gain buy-in for strategic solutions, we must provide a platform where these discussions can take place with all backgrounds, safely. Let’s be frank, when it comes to Aboriginal affairs, our non-Aboriginal colleagues are reluctant and scared to offend, and most people (in my experiences) are well-intended.

In June 2018 Education Prof. Robin DiAngelo, authored a book and coined the term ‘White Fragility’ – the book explores the phenomenon that white people are reluctant to discuss racism and the topics relating to historical injustices – ‘racial discomfort’. I would argue, and previously stated, that many (but not all) are well-intended. They seek knowledge to have culturally sensitive conversations to find solutions or have biases that need to be unearthed via education.

I can imagine most people can also empathise to a point. I will not discuss issues relating to the Pacific Islander communities. I simply don’t have the qualifications; I don’t have the descendancy, cultural capability, acceptance and lived experience to undertake work in this space or comment on their workplace experiences. I refer you back to my article on the principals of Aboriginal recruitment to further reemphasise these points.

Enabling your Aboriginal workforce to discuss their role and workplace experiences can prevent this. Your Aboriginal staff are not the encyclopedia for all things Aboriginal, historical, correct, and unjust – but in this context they are your greatest resource in efforts to bring forth collective strategic solutions. We must take immediate consideration to what we recruited them for.

Aboriginal cultural contributions should align with the defined responsibilities outlined in their role description, and any requests for additional cultural input must be properly assessed and compensated.

This is indeed a lot to consider and unpack – I urge you to stay with me.

Exploring Cultural Load: Insights From a Case Study

I am hopeful that at this point, readers may be envisaging their own workplace. You may have observed or even unconsciously enabled the overburden of cultural load on a current or previous Aboriginal staff member. Challenges relating to cultural load can be a case-by-case basis, or a collective feeling amongst your Aboriginal workforces.

Before we dig-in, I am using an identified role for this case study. It is to be noted that Aboriginal people, who have self-identified within organisations in a mainstream role are equally vulnerable to the ideation of ‘because you are Aboriginal, you know all things Aboriginal’ and will do all things Aboriginal. This is simply not the case.

Case study: Aboriginal Community Engagement Officer (identified role) in a Welfare Organisation - Let’s unpack this. Key Accountabilities of the role:

1. Maintain a register of key Aboriginal organisations in NSW.
2. Foster relationships and seek collaborations with Aboriginal organisations to support Indigenous individuals with social security issues.
3. Travel to regional areas to engage with Aboriginal organisations and provide training support.
4. Educate Aboriginal community workers and clients on various social security matters such as claim procedures and eligibility criteria.
5. Provide guidance to Aboriginal clients on navigating Government systems and accessing a range of supports.
6. Collaborate with solicitors and caseworkers assisting Aboriginal clients.
7. Engage in relevant Aboriginal interagency meetings and extend invitations to key personnel for appropriate forums.
8. Collaborate with the Community Legal Education Officer to implement social security training for Aboriginal community workers.
9. Support the Executive Director in securing continuous funding for the position.

The Officer has been de-identified and was passionate to share their experience in efforts to spread awareness of the impacts cultural load:

“As an Officer in this role, I've encountered various challenges and expectations. I went for this role knowing I may be viewed negatively by some of my people (Aboriginal).

“Reflecting on my tenure, I've frequently been called upon to offer insights on Aboriginal matters, which can be immensely frustrating, especially when it involves local or national issues affecting Aboriginal communities. The recent referendum ordeal was particularly taxing, not necessarily due to the referendum itself, but rather the lack of communication from our leadership and the prevalent misconceptions, along with the lack of accessible support”.

“During significant cultural events, the responsibility of planning inevitably falls on me, as does the task of conducting any sort of cultural competency workshops, despite not being specifically hired or qualified for such activities”.

“There's a notable misconception regarding the nature of my role; while it's designated as an identified position (which I’m incredibly grateful for), it still carries its own set of accountabilities, albeit not fully grasped by all stakeholders – it’s a bias and awareness issue in my view”.

“As an Officer in this role, I'm dedicated to educating about our people, but it should be within the scope of my responsibilities”.

“Throughout my time here, I’ve emphasised to my peers that my expertise should be applied directly to my job description. It feels as though my role lacks clear definition - being Aboriginal doesn't mean knowing everything; it's about drawing from my knowledge, ancestral heritage, and community connections”.

"My purpose here is to serve as a bridge between the organisation, my community, and my people".

“I'm committed to dispelling misconceptions, engaging, and representing my people and the organisation with pride - these were the reasons motivating my decision to join. I simply won’t last if I must be all these things in this job, it’s because all these things aren’t my job”.

Improving Experiences & Reducing Cultural Load: Lessons for Supporting Aboriginal staff

The content in this article highlights the history, awareness, and pain points. The case study details several key lessons that can be applied to improve the worker's experience and lessen the impact of Aboriginal cultural load.

The great news is that we have practices supporting solutions and ways forward. By implementing these lessons, organisations can enhance the experience of workers in identified roles, reduce the burden of Aboriginal cultural load, and create more inclusive and supportive work environments.

Contact Details:

E: [email protected] W: https://empowerdetail.com/

You can learn more about Reece’s work and experience via LinkedIn.

Organisational Intent vs Outcomes – Empower Detail is here to provide explanation on definitions, key terms and concepts that will help make the article more accessible.

Many organisations undertaking Aboriginal recruitment have the right intent, although business readiness, and awareness are imperative to ensure success. To a reader who doesn't know about Aboriginal employment in Australia, the article may present some challenges in understanding certain terms and contexts.

The article assumes the reader has background knowledge about Aboriginal employment practices and the challenges faced by Aboriginal communities in Australia. Without this context, some parts of the article might be difficult to understand.

Overall, while the article provides valuable insights into Aboriginal recruitment practices and challenges, it may require additional context and explanation for readers who are not familiar with Aboriginal employment issues in Australia. Empower Detail is here to provide explanation on definitions, key terms and concepts that will help make the article more accessible – please feel free to engage with me!