Talent war: recruiting Indigenous senior executives in Australian Universities

Trudgett, M; Page, S; Coates, SK

Talent war: recruiting Indigenous senior executives in Australian Universities

Trudgett, M Page, S

Coates, SK

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Publisher:: ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
Publication Type:: Journal Article
Citation:: Journal of Higher Education Policy and Management, 2020
Issue Date:: 2020-01-01

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Field	Value	Language
dc.contributor.author	Trudgett, M
dc.contributor.author	Page, S https://orcid.org/0000-0003-4697-3716
dc.contributor.author	Coates, SK
dc.date.accessioned	2020-09-28T19:59:54Z
dc.date.available	2020-09-28T19:59:54Z
dc.date.issued	2020-01-01
dc.identifier.citation	Journal of Higher Education Policy and Management, 2020
dc.identifier.issn	1360-080X
dc.identifier.issn	1469-9508
dc.identifier.uri	http://hdl.handle.net/10453/142900
dc.description.abstract	© 2020, © 2020 Association for Tertiary Education Management and the LH Martin Institute for Tertiary Education Leadership and Management. 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.
dc.language	English
dc.publisher	ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
dc.relation	http://purl.org/au-research/grants/arc/IN180100026
dc.relation.ispartof	Journal of Higher Education Policy and Management
dc.relation.isbasedon	10.1080/1360080X.2020.1765474
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1301 Education Systems, 1303 Specialist Studies in Education, 1605 Policy and Administration
dc.subject.classification	Education
dc.title	Talent war: recruiting Indigenous senior executives in Australian Universities
dc.type	Journal Article
utslib.for	1301 Education Systems
utslib.for	1303 Specialist Studies in Education
utslib.for	1605 Policy and Administration
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences
pubs.organisational-group	/University of Technology Sydney/Strength - SIC - Strengthening Indigenous Communities
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences/FASS Faculty Administration
pubs.organisational-group	/University of Technology Sydney
utslib.copyright.status	closed_access	*
dc.date.updated	2020-09-28T19:59:49Z
pubs.publication-status	Published

Abstract:

© 2020, © 2020 Association for Tertiary Education Management and the LH Martin Institute for Tertiary Education Leadership and Management. 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.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/142900