ABSTRACT

In 2017 Universities Australia initiated their Indigenous Strategy 2017–2020 which outlined a clear commitment for each university to appoint at least one Indigenous person to a senior executive role. Many universities are yet to realise this promise. In some cases, it is a situation of nil intent to do so, while others have an underlying desire to adhere to their commitment but with minimal success. Drawing on a larger study of Indigenous leadership in higher education, this paper focuses on the experiences of three recruiters who have been responsible for recruiting a senior Indigenous appointment. It provides an understanding of cultural complexities, recruitment barriers and key strategies which the sector can incorporate into their business activities to secure the best person for such positions. Notably, this paper argues there is no template for such positions and they are usually diverse in terms of their responsibilities and strategic outcomes.

摘要

2017年，澳大利亚大学启动了其《 2017-2020年土著战略》其中概述了每所大学明确任命至少一名原住民担任高级行政职务的明确承诺。许多大学尚未实现这一承诺。在某些情况下，这是无意识的情况，而其他情况下则有潜在的愿望，即恪守承诺，但收效甚微。本文以对高等教育中的土著领导力的更大研究为基础，重点研究了负责招募高级土著任命的三名招聘人员的经验。它使人们了解文化的复杂性，招聘障碍和关键策略，该部门可以将其纳入其业务活动中，以确保担任此类职位的最佳人选。尤其，