About bicultural workers

A bicultural worker is generally someone who:

• knows and understands 2 or more cultures
• is employed to use this knowledge in their role at work.

They may have grown up in or lived in communities with their own languages, values and connections.

This means they can help the government build trust and understanding with the community.

What bicultural workers do

Bicultural workers can be helpful in many different roles. For example, they might work in schools, hospitals and government offices.

They may work with the government to co-design inclusive and responsive community services and programs. This collaboration helps encourage people to use them.

Bicultural workers can:

• help people from different cultures understand each other
• build trust and understanding between the government, services and the community
• identify and advocate for community needs
• educate community members about government initiatives
• educate public sector employees about culturally appropriate engagement
• help people access services
• help resolve conflicts based on cultural misunderstandings
• create a more diverse and inclusive work environment
• provide cultural competence training
• deliver community services and programs
• support evaluation, planning, service design and community consultation
• review materials, resources and services to make sure they’re accessible and culturally safe
• assist with inclusive recruitment and establish community networks.

Learn more about what bicultural workers do

We’ve included these resources for interest only. We don’t own or endorse the content.

• Bicultural workers skills and expertise  by cohealth
• Code of ethics  by cohealth
• Building on Strength. Developing Australia’s Bilingual and Bicultural Health and Care Workforce  by the Social Policy Group and Migrant and Refugee Health Partnership
• Bicultural workers leading change final report  by cohealth and Department of Jobs, Precincts and Regions
• Addressing the strengths and complexities of bicultural youth and family work  by Centre for Multicultural Youth
• Multicultural Education Aide Support Program  by Foundation House.

What bicultural workers don’t do

Bicultural workers will have different responsibilities depending on their role. But, they shouldn’t be expected to:

• serve as representatives for an entire culture or community
• be the sole source of information on a particular culture, language or community
• be the only person responsible for communication between a department and a specific community
• be content experts. For example, to deliver specialised health or legal information.
• act as professional interpreters or bilingual workers unless that’s part of their role.

Bilingual workers are employed to do their work in two languages. They’re not bicultural workers unless they’re employed and trained to do bicultural work.

Other job titles that can be used for a bicultural worker

People with bicultural skills will have different job titles depending on the industry or organisation they work in.

Some common ones include:

• Cultural liaison officer
• Cultural engagement practitioner
• Multicultural community liaison
• Multicultural community engagement officers (advisory role)
• Multicultural advisor
• Multicultural education aides
• Cross-cultural worker
• Diversity and inclusion officer.

Helpful resources

To learn more about the bicultural workforce in Australia, we recommend reading:

• Australia’s Bilingual and Bicultural Workforce  published by FECCA
• Building on Strength, Developing Australia’s Bilingual and Bicultural Health and Care Workforce  published by Migrant and Refugee Health Partnership and The Social Policy Group
• Working together  published by cohealth
• Bicultural Brilliance , a toolkit for working with and as Bicultural Workers published by enliven, the Department of Health and Human Services, Monash Health Refugee Health and Wellbeing, South East Community Links and Red Cross
• Bicultural workers leading change final report , cohealth and Department of Jobs, Precincts and Regions
• Supporting Bicultural workers: A literature review  published by cohealth
• Bilingual staff research project , published by Centre for culture, ethnicity and health
• Language services policies and guidelines , Department of Health.

How bicultural workers support program and service design

Bicultural workers can help the government design and deliver programs and services that work well for everyone.

They can help you:

• build trust and make it easier for everyone to work together
• engage with people with low English proficiency to share knowledge
• make things more inclusive and accessible.

They can also support the co-design process.

Co-design is when citizens, stakeholders and government come together to design new products, services and policies.

It involves collaboration and shared decision-making with the people who use or are affected by what you’re designing.

How community organisations can help

Community organisations work with bicultural workers who have knowledge, experience and trust built within the community.

By working together, you can develop programs that are targeted, inclusive and effective.

Community organisations can:

• provide cultural expertise and knowledge
• consult with the community and do research
• conduct needs assessments and advocate for the community
• facilitate engagement and outreach
• offer language support and translation services
• attract, recruit, onboard, train and support bicultural workers
• provide cultural capability training for your organisation
• assist with program implementation and delivery
• gather feedback and evaluate programs.

Example design process with bicultural workers

This is an example design process.

It shows you how you bicultural workers can help at each stage.

This will help you identify where you may want to:

• hire a bicultural worker
• partner with a community organisation

Step 1: define the purpose and scope of your program or service

Bicultural workers have community connections and cultural knowledge.

They can connect you with the right people to find out a culture’s needs. And can help identify risks, concerns or issues that may come up.

You can define your program in these stages:

Research and collect data about your target community

Get information about things such as:

• age
• gender
• education level
• income
• household size
• country of birth
• cultural background and ethnicity
• primary languages spoken
• proficiency in English
• interpreter required.

Find out more about data collection standards and languages spoken in Victoria.

Identify your key stakeholders

Map out all the people who will have an interest in your work.

For example:

• community members
• local leaders
• community organisations
• government departments.

Identify the needs, challenges and priorities of the community

Do some early research on the community you want to engage.

Work with a bicultural worker or organisation to connect you with the right people to test your ideas.

Set your program goals and objectives

Align your goals and objectives with the needs of the people you’re trying to help.

They should be:

• specific
• time-bound
• measurable
• realistic
• achievable.

Step 2: develop your design strategy and activities

Develop a strategy with a list of activities that will help you achieve your goals.

For each activity, you’ll need to decide who’s involved, who’s running it and what, how and when things need to be done by.

A bicultural worker can help you collaborate with stakeholders and community to:

• build trust with people in the community
• help you plan your activities
• encourage people to take part
• make things more accessible, such as checking materials are translated
• give your program more credibility and authenticity.

Step 3: allocate resources and roles

You have options with how you can engage a bicultural worker in your design process.

For example, you can:

• hire a bicultural worker directly to your organisation
• recruit a bicultural worker through a community organisation
• engage a community organisation with bicultural workers to do parts of your design.

Here are some roles that a bicultural worker can work in or support:

Policymakers and program steering committee members

Policymakers and program steering committee members guide and shape the direction of an organisation or group.

Strategic leaders make big decisions and set goals.

Policymakers create rules and guidelines to make things fair and consistent.

Program manager

The project manager’s job is to:

• organise and coordinate tasks
• listen to the ideas and needs of the team and come up with ways to help
• make sure everyone knows what to do and has the tools to do it
• bring people together so they feel valued and included.

Cultural advisor

The cultural advisor helps everyone understand and respect different cultures.

They give advice on how to interact with people and know a lot about:

• traditions
• languages
• values and beliefs.

Community liaison

The community liaison connects the team with people in the community.

They help the community and government:

• build relationships
• communicate
• understand everyone’s needs and concerns.

Program designer

The program designer works to understand the community to design a program for them.

They lead the planning and creation of the activities, content and materials.

Evaluator

An evaluator helps create a plan to:

• measure the success of your program
• find ways to make your program better
• share ideas for future programs.

Service designer

A service designer works to:

• understand the culture to create an inclusive experience
• understand user needs
• gather feedback and test ideas
• provide feedback to program team
• design program features, content and structure
• make things accessible.

Communications specialist

A communications specialist can help to:

• write and edit information so it’s easy to understand
• share program information with the right people
• check that program materials are sensitive and inclusive
• collaborate with the team and community to align communications with program goals
• develop training materials for employees, volunteers and partners.

Read more

How to recruit bicultural workers.

Step 4: Evaluate and keep improving

Implement your evaluation plan.

An evaluation plan is a set of steps you can use to measure success. For example, you may want to run a survey, focus group or interview.

It helps you answer questions like:

• are we reaching the right people?
• is it making a positive impact?
• how can it be improved?

Bicultural workers can help you make your evaluation accessible and look at the right things. This will help you better understand if you’re responding to the needs of the community.

They can advise on how best to collect data. For example, online surveys may not work for people who have limited digital skills or English proficiency.

Their community connections can help you collect information and identify where to improve.

Inclusive recruitment

Your recruitment must be inclusive if you want to hire and retain a bicultural worker.

Inclusive recruitment is when you remove barriers and biases from every step of the recruitment process.

It means you don’t treat people unfairly because of their:

• disability
• race
• culture
• age
• religion
• sex
• gender
• sexual orientation.

It goes beyond complying with the law. You need to show you want and care about having a team with diverse people.

Even small changes help make the process better for everyone.

Work with your people and culture and diversity and inclusion teams. Together you can help make the process fair for everyone.

Employment barriers to be aware of

An employment barrier is something that stops someone from getting a job and advancing their career.

Barriers for bicultural workers include:

• language barriers
• cultural differences in how people talk, work and behave in the workplace
• lack of cultural and psychological safety in organisations
• discrimination and bias based on where they’re from or who they are
• limited ways to build networks and find mentors who understand their culture and can support and guide them
• limited access to training and development due to language barriers, an unfamiliar job market and more
• not having their education recognised in Australia
• permanent residency and citizenship requirements.

Being aware of employment barriers will help you find ways to remove them. And this will help you attract and keep bicultural workers.

Here are some things you can do:

• consult with your people and culture team
• consult with your diversity and inclusion team
• implement inclusive recruitment practices and policies
• promote diversity and inclusion
• create an environment where employees feel valued, supported and included
• provide equal opportunities for all employees to contribute their unique skills and talent.

Read more about supporting and developing bicultural workers.

Recruitment guides and templates

Planning and attracting the right people is the first stage of the recruitment process.

If you do this well, you’re more likely to find someone:

• with the right skills and experience
• with values that align to the Victorian public sector
• who wants to make the most of the position
• who will support a safe and healthy workplace culture.

Step 1: Design the position

Before you can attract bicultural workers to apply for a job, you need to design what their role will be.

This will help you to:

• create a position description
• identify the key selection criteria
• target your advertising
• write effective interview questions
• design a well-defined recruitment process.

What you can use to help you design a position

Answer these questions

How will the role support your team and your organisation to achieve its goals?

What skills, experience, education, values and attributes the role must have versus what you would like to have?

What level of community engagement and services do you provide to people from different cultural backgrounds that they will support?

Will you use a special measure to restrict the role to someone from a specific cultural background?

What kinds of risks would you associate with the role?

Check the capability framework and VPS agreement

Use the Victorian Public Service (VPS) Capability Framework to help you work out what capabilities you need for the role.

Use classification and value range descriptors in the VPS Enterprise Agreement to work out what grade and value range a position is.

Your organisation may have its own frameworks for roles. Check with your people and culture team to find out.

If you don’t work in the VPS or if a different agreement covers your organisation, get advice from your people and culture team.

Consider using a special measure

In some cases, you can use a special measure to restrict roles.

You can only restrict roles based on the protected attributes in the Equal Opportunity Act 2010.

There are 3 types of special measures you can use.

1. Prioritised position: Anyone can apply but you’ll assess and shortlist candidates from your special measure group first.
2. Designated position: Only people from your special measure group can apply.
3. Identified position: Anyone can apply but you strongly encourage people from a group to apply (this doesn’t have to be a special measure position).

Read our guide to hiring with special measures in the public sector to find out more.

Define your key selection criteria

Key selection criteria (KSC) are a set of standards or requirements you can use to evaluate and pick a bicultural worker for a job.

The Victorian Public Service (VPS) Capability Framework defines the capabilities the VPS workforce requires to achieve our objectives now and into the future.

You can use it to help you write your KSC but be mindful when you use it for bicultural worker roles.

Some bicultural workers experience employment barriers that stop them from applying for or getting a job.

So don’t ask for KSC that could be discriminatory or exclude anyone suitable from applying. For example, don’t ask for a level of education that’s not required to do the job well.

Each KSC should focus on one thing and be measurable. Be clear about what the bicultural worker must have versus what would be nice to have.

You can ask them to describe their:

• qualifications and education
• professional experience
• lived experience as relevant to the role
• knowledge and skills
• personal qualities and values
• performance and past achievements.

Here are some examples of KSC for a bicultural worker:

• Understands the community’s culture and can navigate cultural differences and sensitivities.
• Has shared lived experience with the community and understands their culture, tradition, values and experiences.
• Can speak English and another language commonly spoken in the community.
• Can communicate well with people from diverse backgrounds.
• Can advocate on behalf of the community and support them to use complex systems and services.
• Has empathy, understands the community’s experiences and can build trust with them.
• Can identify problems, navigate systems and find solutions for a community’s needs.
• Can manage competing demands and organise work effectively
• Can adapt to changing circumstances and is open to learning new skills and ways of doing things.
• Can work collaboratively with colleagues and stakeholders to achieve common goals and improve outcomes for the community.

Step 2: Write a position description

A position description explains to a bicultural worker what the job is and what skills they need.

It will help you:

• attract bicultural workers with the skills and cultural understanding you need in that role
• review applications and shortlist bicultural workers that apply.

Some bicultural workers won’t apply for a role if they don’t meet all the criteria.

Clearly explain what skills, experience and qualifications a bicultural worker must have versus what would be nice to have.

For example, we interviewed some bicultural workers to find out why they haven’t applied for a job with the Victorian Government.

They told us:

• the job descriptions were too hard to understand and made them feel like they wouldn’t be considered for the job.
• the application process was too long and confusing
• the pressure of travelling to the city and having to work full-time was a barrier.

Tips to write a position description

A position description shouldn’t include every task you can think of.

Only include enough information to provide a realistic preview of the position.

Do use:

• clear, concise and plain language
• short sentences as long sentences can be hard to read if there are a lot of them
• inclusive language
• bullet points to break down the job requirements
• translations if possible
• a word document in an accessible format for uploading – and have other formats available on request.

Don’t use:

• slang or colloquial language
• acronyms or abbreviations that are specific to your industry or organisation
• government or industry-specific jargon. If it’s needed, provide an explanation.

Sample job descriptions and resources

• cohealth’s bicultural worker position description
• Bicultural brilliance toolkit by enliven 
• Skills and professional attributes – Australia’s bilingual and bicultural workforce report.

Step 3: Planning your recruitment process

Questions to answer

When you answer these questions, think about the employment barriers bicultural workers face.

For example, can you consider overseas qualifications? Can they submit a video resume instead of a written one?

How will applicants be screened?

• What documents will they need to submit? For example, a cover letter, resume or responses to key selection criteria.
• Will they need proof of their qualifications? Can you be flexible and recognise overseas qualifications?
• Do they need examples of their work?

How will applicants be shortlisted?

• Who will be on your selection panel?
• If you asked for key selection criteria, will you shortlist candidates based on all or some of them?
• Will you interview all shortlisted candidates?
• Who will write the interview questions?

How will you make the process fair and accessible?

• How will you explain and offer workplace adjustments?
• Is the application process accessible and equitable?
• Are documents provided in accessible formats?
• Do you have people from diverse backgrounds and lived experiences on your selection panel?
• Is your selection panel reflective of the diversity of candidates you want to attract?
• Have you offered accessible options and adjustments for the interview?

Step 4: Advertise the position

Use your position description as the foundation for writing your advertisement.

A good job advertisement:

• is specific about what tasks the bicultural worker will do
• focuses on what skills the bicultural worker needs to have and not what’s nice to have
• outlines the values and motivations required by the organisation, the team and the position
• outlines the skills and experience needed
• doesn’t ask about personal qualities that would be hard for the bicultural worker to demonstrate or ‘prove’ in an application or interview
• doesn’t use jargon or complex language
• has a statement about diversity and inclusion.

You need to have a contact person listed on your job advertisement who can:

• answer questions about the position, team and organisation
• offer and explain what adjustments are available for people who need them
• offer people information in different formats if they need it
• be reached by email, phone, SMS and the National Relay Service.

Step 5: Support candidates through the application process

How you treat bicultural workers when they apply for a job will affect what they think of you, your organisation and the public sector.

Remember, bicultural workers already face barriers working in government such as:

• cultural bias and prejudice
• language barriers
• identity struggles – feeling torn between 2 cultural backgrounds
• lack of representation
• cultural norms and work practices
• discrimination
• promotion and advancement opportunities.

If a bicultural worker asks for something to make the process fairer or sees a problem, work with them to adjust your recruitment process.

For some adjustments, you may need to offer the same adjustment to others.

For some adjustments, you don’t need to offer everyone the same. For example, if one person and needs an Auslan interpreter, this doesn’t mean everyone will.

Speak to your people and culture team for advice on this.

For all applicants, you should:

• explain each step of the recruitment process either over the phone or by email.
• make it clear that adjustments are available for anyone who needs them.
• talk to and work with candidates to make the process fair and inclusive.

Plan your recruitment with a community organisation

You can also choose to use a community organisation to help you with your recruitment process.

They can help you:

• identify the community organisations that understand the communities you want to engage with
• identify the best way to engage with potential candidates. This includes job advertising, the screening of applications, and interviews.
• write selection criteria and job requirements
• promote job vacancies using their networks to reach bicultural workers
• screen and shortlist candidates
• conduct interviews
• help train bicultural workers and help them integrate into their new role
• evaluate the success of your recruitment process and identify areas for improvement.

Check if your organisation already has a position description template you can use. If not, you can use this template as a guide.

If you upload documents online, make sure you've made your content accessible and use inclusive language.

About the position

• position title
• VPS classification
• salary range
• standard work hours (if possible, opt to specify that flexible work hours are available)
• work location (if possible, opt to specify that work location can be negotiated)
• tenure (ongoing, fixed term, casual).

Who to contact about this position

• contact name
• contact phone
• contact email address
• link to the National Relay Service on 13 36 77 for people who are deaf and hard of hearing
• link to your online chat facility if available.

The contact person is usually the manager of the potential employee or someone from the people and culture team.

They’ll need to be able to answer questions about:

• the position
• the recruitment process
• the selection process
• workplace adjustments.

About the organisation

Write a short summary about your organisation's:

• purpose
• objectives
• values.

Include a statement about our shared public sector values. For example:

'We all follow the Code of Conduct and live the public sector values.'

About the workplace

Describe what the physical workplace is like and list any available adjustments.

For example, do employees work in an open shared space or do employees get their own offices?

Where you’ll work in the organisation

Write a short description of the group, division, or branch the person will work in. You can include:

• an accessible chart or visual of your organisation’s structure. This can help people who process information visually.
• key branch priorities
• key stakeholders that you regularly interact with.

About the role

Explain how the role will help your team and organisation achieve its goals.

Key responsibilities

List the core duties and responsibilities of the role including the:

• specific tasks
• projects
• initiatives.

Key selection criteria

Key selection criteria (KSC) are a set of standards or requirements you can use to evaluate and pick a bicultural worker for a job.

The Victorian Public Service (VPS) Capability Framework defines the capabilities the VPS workforce requires to achieve our objectives now and into the future.

You can use it to help you write your KSC but be mindful when you use it for bicultural worker roles.

Some bicultural workers experience employment barriers that stop them from applying for or getting a job.

So don't ask for KSC that could be discriminatory or exclude anyone suitable from applying. For example, don't ask for a level of education that’s not required to do the job well.

Each KSC should focus on one thing and be measurable. Be clear about what the bicultural worker must have versus what would be nice to have.

You can ask them to describe their:

• qualifications and education
• professional experience
• lived experience
• knowledge and skills
• personal qualities and values
• performance and past achievements.

Here are some examples of KSC for a bicultural worker:

• Understands the community’s culture and can navigate cultural differences and sensitivities.
• Has shared lived experience with the community and understands their culture, tradition, values and experiences.
• Can speak English and another language commonly spoken in the community.
• Can communicate well with people from diverse backgrounds.
• Can advocate on behalf of the community and support them to use complex systems and services.
• Has empathy, understands the community’s experiences and can build trust with them.
• Can identify problems, navigate systems and find solutions for a community’s needs.
• Can manage competing demands and organise work effectively.
• Can adapt to changing circumstances and is open to learning new skills and ways of doing things.
• Can work collaboratively with colleagues and stakeholders to achieve common goals and improve outcomes for the community.

Employee benefits

Promote the values, ethics and culture of your organisation.

List employee benefits like:

• flexible work and working remotely
• Myki discounts
• gym membership
• salary packaging and so on.

More information

Pre-employment screening

Include information about any pre-employment screening checks someone may have to do.

In some countries, pre-employment checks may not be required. In Australia, it’s standard practice.

Only ask for pre-employment checks that are mandatory.

Explain the reasons why you need to do pre-employment checks. If they understand they’ll feel more comfortable doing them.

Explain:

• the process
• how their information will be used
• their rights and responsibilities.

Examples of pre-employment screening you can ask for:

• criminal history
• confirmation of experience and stated qualifications
• Australian working rights
• misconduct screening
• reference checks
• other checks relevant to the position.

Provide candidates with a link to the pre-employment screening policy so they can read more.

Diversity and Equal Employment Opportunity

Include a statement that shows your commitment to building a diverse, inclusive and equitable workplace. Include things like workplace adjustments or other support you can offer.

For example:

'We welcome people from all backgrounds to share their skills and experience with us. We want:

• people from multicultural and multifaith backgrounds
• Aboriginal and Torres Strait Islander peoples
• people from the LGBTIQ community
• people with disability.

If you are a person with disability and want to apply, we’ll help make the application and interview process easier for you. Please contact XXXX via email XXX or on XXXX.'

Occupational health and safety responsibilities

Include a statement about how your organisation meets its obligations under the Occupational Health and Safety Act 2004 (OH&S Act).

For example:

'We provide and maintain a safe working environment consistent with our obligations under the Occupational Health and Safety Act 2004 (OH&S Act).

This includes a requirement that all employees be fully vaccinated against COVID-19 unless an exception applies.

You’ll be asked to provide vaccination information or evidence of an exemption in the pre-employment stage. If you’re unable to provide this information, it may impact your employment to the department.'

In the context of OH&S policies, procedures, training, and instruction, as detailed in Section 25 of the OH&S Act, employees must

• follow reasonable instruction
• cooperate with their employer
• at all times, take reasonable care for the safety of others in the workplace.

How to apply

Work out how you want people to apply for your position. Offer different application options so you can attract a more diverse range of candidates.

Clearly list what must be included in an application. This can include:

• completed application form
• resume
• video resume
• cover letter
• responses to Key Selection Criteria (including maximum length).

Position overview

• position title
• VPS classification
• salary range
• usual work hours – flexible, full-time or part-time
• usual work location – flexibility available
• contract type – ongoing, fixed term or casual.

About the position

Describe the position in one sentence.

What you'll do

Clearly list the key responsibilities.

What you need to succeed

List what the candidate must have to do the position including:

• experience
• education (or equivalent to)
• skills and knowledge.

What's expected of you

List other requirements, qualifications, or restrictions that apply. For example:

• Candidates must be an Australian citizen, permanent resident or hold a valid work permit or visa.
• You may need to work on weekends or after hours to accommodate events.

Our commitment to diversity

Include things like workplace adjustments or other initiatives you offer.

You must make workplace adjustments for people with disability or injury.

Here's some suggested wording:

'We embrace diversity and inclusion. We strongly encourage people from diverse backgrounds to apply, this includes but is not limited to:

• a person from a multicultural and multifaith background
• Aboriginal and/or Torres Strait Islanders
• a person with disability
• a person who identifies as LGBTIQA+
• adults of all ages.

We make workplace adjustments to support you through the recruitment process.'

Adjustments to the recruitment process

Make it clear that adjustments are available for anyone that needs them.

Here's some suggested wording:

'We can adjust the recruitment process for anyone who needs it. You can discuss your needs with the contact person listed for an accessible process in your preferred communication method.'

Pre-employment screening

Your advertisement must have a statement like this on it:

'The successful candidate may be required to undergo pre-employment screening as part of the recruitment process.'

Put a link to the VPS pre-employment screening policy in your advertisement.

How to apply

Let the candidate know what they must include as part of their application and how to submit it.

For example:

• 'To apply, submit a short cover letter (under 2 pages) and a resume.'
• 'To apply, complete the application form and submit a video of yourself addressing the key selection criteria. You'll get 2 minutes to record your response to each criteria and 10 minutes to tell us about your relevant skills and experience.'
• 'You must apply through our website. We don't accept applications via email or other methods.'

Due date

Include the closing date and time.

For example:

'Applications close midnight, XXXX

For further information on this position please contact: XXXX on XXXX or via email: hiring.manager@vic.gov.au.'

Questions or support

Include how someone can get support.

For example:

'If you need support or require any adjustments to participate in the recruitment process, please contact XXXX via email XXX or on XXXX.'

Step 1: choose your selection panel

A selection panel is a group of people who:

• review job applications
• shortlist candidates
• conduct interviews
• decide who they want to hire.

Your selection panel:

• must have a minimum of 3 people – including the hiring manager, plus at least one other person from people and culture or another team.
• should include a current bicultural worker or culturally diverse panelist
• should be gender diverse
• needs to understand the duties and requirements of the role
• should take recruitment and selection, conflicts of interest, disability confidence and other diversity training
• must understand their obligations to prevent discrimination in recruitment.

Step 2: shortlist candidates

The selection panel will decide which candidates will move to the next phase of recruitment. To do this, the panel will:

• review everyone's application
• choose a few people they think have the right qualifications, skills and experience.

Rate each candidate

The panel needs to agree on how to rate each candidate in a fair and consistent way.

Though always check with your people and culture team first to see if they have a way that they want you to do this.

For example, if you're using key selection criteria (KSC) the panel can use a 5-point scale.

This is a sample 5-point scale to evaluate applications against the KSC:

Most VPS organisations use a 5-point rating scale but check with your people and culture team.

Decide who to interview

Once you've scored each candidate, the panel should combine its scores to rank the candidates. You can use this ranking to help you decide who to interview.

Aim to interview at least 3 people per role – if you have enough suitable candidates.

To keep the process fair:

• get advice from your diversity and inclusion team who understands bicultural work
• take time to understand what each person has to offer
• don't make assumptions about a person based on their cultural background
• don't make assumptions about gaps in experience
• think about how your previous knowledge of a candidate may influence your judgment of them
• consider the skills they have from non-traditional work and personal experiences. These could be outside of Australia.
• use the same approach to gather information from all candidates. This will help you avoid unfair treatment or favouritism.
• consider a blind shortlist i.e., remove their name, age or gender
• consider how candidates may best demonstrate how they meet your KSC – such as through alternative assessment methods
• panel members can come together to check in on any biases and discuss their scoring.

Remember, it's illegal to directly or indirectly discriminate against anyone based on the protected attributes listed in the Equal Opportunity Act 2010.

Step 3: conduct interviews and alternative assessments

An interview is a common way to decide who to hire and works well when:

• it's well-organised and efficient
• the process is the same for all candidates
• you offer workplace adjustments
• panel members are diverse
• panel members understand the role well
• panel members are trained in interviewing techniques
• you use behavioural interview questions
• you use the key selection criteria (KSC) to write your interview questions.

Schedule interviews and offer adjustments

Contact the people you want to interview.

If they're interested schedule a date, time and location for the interview. This could either be in person or online.

Be flexible with your interview times, as some candidates may care for others or have access needs.

Send candidates the interview questions in advance.

Offer any workplace adjustments so they can participate fully.

Examples of workplace adjustments someone could ask for are:

• recruitment documents in an accessible or alternative format
• an Auslan interpreter
• adjusting the length of the interview or including a short break in the middle
• having a support person in the interview.

If you choose to do the interview in person, pick an accessible location. Check there are ramps, lifts and accessible facilities nearby.

If you choose to do your interviews online:

• Use a platform that works for you and is popular with people such as Microsoft Teams or Zoom.
• Run a practice session so all panel members know how to use the technology you choose.
• Have a backup plan in case you have a connection issue, such as if a panel member loses their internet connection can they re-join the interview using their phone?
• Let candidates test their audio and video settings with you before the interview date.
• As it can be harder to get to know someone online, be more conversational in the interview instead of just asking your interview questions.

Choose how you'll run the interview

Panel interview

This is the most common interview style in government.

Everyone on your selection panel will interview a bicultural worker together. You'll take turns asking questions, but everyone will write their own notes.

A panel interview can be more challenging for a bicultural worker because of cultural differences and communication styles.

Panel members should be aware of these challenges and be mindful of their words and actions.

For example, some bicultural workers:

• experience language barriers if English is not their first language
• feel less comfortable expressing themselves in front of multiple people
• feel overwhelmed by the power imbalance – speaking to multiple authority figures can be hard for someone from a culture that values hierarchies.
• interpret body language and facial expressions differently because of their cultural background. Trying to understand non-verbal cues from more than one interviewer can be overwhelming.

Group interviews

Group interviews are better for some bicultural workers for many reasons.

They can:

• help reduce anxiety among candidates
• create a culturally familiar environment for candidates from similar cultural backgrounds or language groups
• encourage candidates to practice their language skills and improve their communication in a group setting
• give people the opportunity to build connections with people from similar backgrounds
• save you time if you're hiring a lot of people at once.

A downside of a group interview is that you can't focus on each person in-depth.

This means you may not bring out the best in every candidate.

One-on-one interviews

Each panel member will have a one-on-one interview with each bicultural worker you interview.

Some bicultural workers feel more comfortable when they're interviewed by one person at a time.

For example, someone who speaks English as a second language may find it easier to communicate and share their ideas with one person at a time.

They can focus on what you're saying with fewer distractions and interruptions.

Alternative assessments

You don't have to use an interview to assess candidates. Or you can use an interview plus another method.

The way you assess a candidate must relate to the key selection criteria or requirements of the role.

Give candidates clear instructions on how to do the assessment. And always offer them workplace adjustments.

Speak with your people and culture team for advice to make sure the method you use complies with your organisation's policies and the law.

Here are some examples:

Before the interview

If possible, contact each bicultural worker at least 3 days before their interview.

It might be the first time they've done an interview in Australia.

To make them feel more comfortable:

• explain how the interview will work
• give them time to ask questions
• give them the interview questions in advance.

Send them a confirmation email with the:

• date and time of the interview
• location of the interview and accessible public transportation or parking locations
• type of interview
• names and titles of panel members
• contact information for the interviewer
• interview questions
• list of any items the candidate is requested to bring.

After the interview

After each interview, be clear about when they can expect to hear from you.

Step 4: do reference checks

Reference checks help you confirm the information a bicultural worker has shared with you themselves.

Some bicultural workers are new to Australia and don't have professional networks yet.

If your preferred candidate doesn't have any networks, help them find a referee.

Their referee should be someone they reported to, have known for at least 6 months and who can verify their professional background.

The candidate's referee can be:

• someone from a language school or community organisation they're part of
• a teacher or university lecturer they had
• someone they've volunteered with
• another senior member of their current or previous work team
• a client or community member who has had significant contact with them
• someone who's known them for a long period of time
• Australian settlement agencies. For example, Migrant Resource Centres which help refugees and immigrants settle in Australia.

Only do reference checks for your preferred candidates. Ask them to give you at least 2 references you can call to help you make an informed decision.

Ask your people and culture team about your organisation's policy for doing reference checks.

What reference checks can tell you about someone

Ask questions to confirm a candidate's:

• employment history (including dates, position held, roles and responsibilities)
• capabilities, experience and knowledge and the context in which these were demonstrated
• claims against the key selection criteria
• behaviour aligns with the VPS values
• misconduct or performance management history
• strengths and developmental needs.

Who can be a referee?

Some bicultural workers are new to Australia and don't have professional networks yet. Work with each candidate to find someone objective that can tell you about their:

• character
• work ethic
• skills
• experience.

An ideal referee:

• is someone the candidate reported to
• verifies what they've told you
• has known them for a reasonable amount of time (e.g. six months)
• has good knowledge of their performance in a professional context, such as work, voluntary or educational setting.

Referees can be:

• someone from a language school or community organisation they're a part of
• a teacher or university lecturer they had
• someone they've volunteered with
• another senior member of their current or previous work team
• a client or community member who has had significant contact with them
• someone who's known them for a long period of time
• Australian settlement agencies. For example, Migrant Resource Centres which help refugees and immigrants settle in Australia.

Discrepancies or negative information

If your bicultural worker and their referee say different things about their experience or you hear negative information, you must:

• consider the circumstances and any bias or discrimination they may have
• evaluate how serious it is, such as if what you've been told is a minor exaggeration or a significant lie
• give your candidate the opportunity to explain it
• consider what you find out with the other members of the panel.

If you're unsure about something, speak to another bicultural worker or cultural diversity expert

Your people and culture team can guide you through the process. This is to make sure you comply with your organisation's policies and the law.

Misconduct

If you uncover information about misconduct, talk to your people and culture team about what to do next.

This is to make sure you comply with your organisation's policies and the law.

Step 5: select a candidate

After you've done your reference checks, it's time to decide who you'll offer the role to.

Assess your candidates

The panel will consider each candidate's performance.

Don't make your decision based on only one stage of the recruitment process. This way your decision will be informed and balanced.

You must consider their:

• application, resume and cover letter
• responses to the key selection criteria (if applicable)
• interview responses and any alternative assessments they did
• reference checks.

Your people and culture team can guide you through the process.

Write your selection report

A selection report is a document that explains how you decided who to hire.

Candidates can request a copy of their selection report once you announce your decision.

It includes information about:

• the job
• the title and department
• how you ran the recruitment process and what methods you used
• the people that applied and how you evaluated them
• candidate scores against the key selection criteria or interview questions
• the assessments you used to assess candidates and how they did
• who you've chosen and why.

Candidate care

Bicultural workers face employment barriers that make it harder for them to find secure employment.

Call the bicultural workers you interviewed and give them specific, constructive and supportive feedback.

Feedback helps bicultural workers understand their strengths and weaknesses so they can:

• improve their interview skills
• take a class or do the training they need
• be better prepared for their future job applications.

Your people and culture team can guide you through the process.

Step 6: offer the role

You can only make a formal offer to your selected candidate after:

• your selection report has been approved
• any required pre-employment screening has been completed.

Until then, you can only make a conditional offer. A conditional offer is a job offer that comes with certain things that need to be done before you can hire the candidate.

Make your offer

Step 1: check your organisation's recruitment process

Before you make an offer check your organisation's recruitment process or speak with your people and culture team.

They'll be able to provide guidance on what your organisation's policies require you to do.

Step 2: contact your candidate

Contact your preferred candidate and make your offer.

Before you make your offer:

• introduce yourself
• if you call them, check that it's a good time for them to talk. If not, arrange a better time to call.

When you offer the role, make sure you:

• tell them it's conditional on pre-employment screening and reviews of actions being finalised
• congratulate them on being offered the role
• provide feedback from the selection panel
• tell them what their starting salary will be
• provide them an overview of their entitlements – such as leave, flexible work or any others.
• ask if they'd like to visit their workplace to see what adjustments they may need
• outline any additional benefits your organisation offers – such as subsidised gym memberships, MYKI card club or salary sacrificing.

Step 3: confirm if your candidate has accepted or declined the offer

If your candidate accepts the offer:

• Confirm they accept the starting salary – if they ask to be paid above the base, talk to your people and culture team.
• Confirm if they have a notice period – they may need to speak with their current employer.
• Agree on a tentative start date – conditional on pre-employment screenings and reviews of actions being finalised.
• Check if they have any upcoming leave planned – this may impact their start date.
• Ask them if they need any workplace adjustments – remind them that they can ask for these anytime.
• Tell them that your people and culture team will be in contact to finalise pre-employment screening if it's required.
• Tell them they will receive a formal letter of offer from your people and culture team and provide an approximate timeframe.
• Give them an opportunity to ask questions.
• Let them know they can contact you anytime if they have any questions.
• Thank them again and tell them you are excited to welcome them onboard.

If your candidate asks for more time:

• Tell them you understand this is a big decision for them.
• Let them know you think they would make a great addition to the team.
• Ask them if there's anything you can clarify to help them decide.
• Give them an opportunity to ask questions.
• Agree on a date they need to decide by.
• Let them know that they'll have time to review their written offer of employment before signing and returning it.
• Thank them for their time and tell them you look forward to hearing from them shortly.
• If you haven't heard anything 24 hours after the agreed timeframe, contact them and ask for their decision.

If your candidate declines the offer:

• Ask them to share their reasons for declining.
• If they don't want to tell you why they're declining, thank them for their time and wish them the best in their future career.
• If their reason relates to salary or other entitlements, ask them what they would need to accept the role.
• Let them know that you'll discuss this with your people and culture team and get back to them.
• Agree to a timeframe of when you'll contact them.
• Let them know they can contact you if they have any questions.
• Talk to your people and culture team about what you may be able to offer them.
• If you won't be able to get back to them in the agreed timeframe let them know and provide them a new timeframe
• Contact them again and follow the advice of your people and culture team.

Benefits of good onboarding and induction

Some bicultural workers are new to Australia. Most things will be new to them and they'll need support to adjust to a new work environment.

A good onboarding and induction experience can help with:

• employee satisfaction and wellbeing
• productivity, engagement and retention
• a positive and inclusive work culture.

If you onboard and induct your bicultural worker well you'll:

• know how to support them and set them up for success
• make them feel welcome
• give them clear expectations about what they need to do
• help them understand how their role fits within the team, branch and the organisation
• see higher levels of productivity and increased engagement.

Read more

Supporting and developing bicultural workers

Laws and policies

When onboarding and inducting, some policies and laws may apply in your context.

All Victorian public sector employment processes must adhere to the Employment Principles and Standards.

If your organisation has its own onboarding or induction policy or process, make sure you read and use any materials you have available.

You must:

• understand your responsibility to provide workplace adjustments under the Equal Opportunities Act 2010
• ensure your new employee understands how the code of conduct applies to them in their role. As bicultural workers have strong connections with community members, you need to ensure they understand how the code applies to public comment.
• read the VPS common policies so you know what entitlements are available to employees
• understand if your new employee is subject to a probation period and what this means by reading the VPS common policy on probation
• ensure that you have read and can apply the Performance Development and Progression within a Value Range common policy as you will need to support your new employee to complete their Performance Development Plan within their first month.

Key principles of onboarding and induction

Set them up for success

Support your bicultural worker to succeed in their new job. They may need extra support before they start and up until the end of their probation.

Think about how you'll approach:

• learning and communication styles
• role requirements
• systems, tools and access needs
• team culture
• ways of working.

Create a good experience

Create a positive experience so your bicultural worker can perform at their best from day one:

• be patient and clear about what you expect from them
• make your onboarding process easy to follow
• encourage them to ask questions so they feel safe to do so
• be available any time to answer questions.

If you're onboarding a new employee remotely remember that it can be challenging for them. Show empathy and understanding during this process.

Embrace diversity and inclusion

Your workplace and processes need to be inclusive.

Being inclusive means being aware and celebrating the diversity of your team members.

By being aware of the diverse needs of your bicultural workers, you can put this into action.

Some things you can do are:

• Talk to your diversity and inclusion team for advice.
• Read and understand your organisation's inclusion and diversity strategy.
• Read about diverse and inclusive teams in our wellbeing toolkit.

Support employees with disability

Ask your bicultural worker what they need to do their job. If they share their disability information with you, you must offer workplace adjustments.

If you need advice you can:

• read how to support employees with disability in our wellbeing toolkit
• talk to your people and culture or diversity and inclusion team
• visit the Job Access website.

1 month before they start

A good onboarding process starts before your bicultural workers' first day.

Below is a checklist of things you should do a month or so before they start.

Regularly check in with them. Don't assume they'll come to you with questions.

Checklist:

• Ask how they like to communicate.
• Ask if they need information in different or accessible formats.
• Send them information about the tools you use and provide training if required.
• Ask them what workplace adjustments they need.
• Discuss their flexibility needs and come up with a solution that works for everyone. Find out more by reading the flexible work policy.
• Check what equipment they need and make sure it will be available on their first day.
• Arrange for IT to install the software they'll need and set up their logins.

1 week before they start

Below is a checklist of things you should do a week or so before your bicultural worker starts.

Checklist:

• Call them to see how they're feeling and ask how you can support them.
• Confirm any adjustments and equipment they need. Explain how they'll get them and use them.
• Assign a buddy to help them adjust to their new job and use their technology.
• Set up 1:1 meetings with each team member and anyone else they'll work with.

On their first day

Make your bicultural worker feel welcome and show them that you're excited to have them.

Below is a checklist of things you can do.

Checklist:

• Give them a tour of the office and introduce them to people.
• Announce their arrival at a team meeting and send an email to all staff.
• Introduce them to their buddy.
• Check that everything works like security passes, logins and technology.
• Help them learn and use new software and equipment.
• Ask them if their workplace adjustments have been met or if they need anything else.
• Give them information about your organisation's culture, values and functions.
• Give them policies and guidelines to read.
• Give them key contacts including your IT department or Cenitex.
• Let them settle in and don't overload them with information.
• Schedule regular check-ins to discuss progress, provide feedback and address any concerns.

In their first week

Your bicultural worker can't do their best if they don't know what they're expected to do.

Below is a checklist of things you should do in their first week.

Checklist:

• Set clear expectations around their work, hours and work-life balance.
• Discuss and explain what a probation period is.
• Set up regular meetings to discuss performance, provide feedback and address concerns.
• Assess their workstation and do an ergonomic assessment.
• Tell them about the employee assistance program (EAP) and how to use it.
• Confirm they've read and understood the public sector values and code of conduct.
• Talk to them about their learning and development options.
• Introduce them to the organisation.
• Explain what each area in the organisation does.
• Talk to them about your organisation's strategic plan and give them a copy.
• Book a time for them to do your induction program.
• Show them how to do any mandatory online inductions activities.
• Show them how to join a government network.

During their probation period

If your bicultural worker is new to the Victorian Public Service (VPS) they'll have to go through a probation period.

The probation period for VPS employees is 6-months. This gives both of you time to see if they're right for the role.

In addition to your regular catch-ups, meet with them every 4 weeks and give them feedback. Discuss any concerns with them early and often so you can both work out how to support them.

Speak to your people and culture team to find out more about probation and read the common policy on probation.

Performance Development Plan

Your bicultural worker might not know what a performance development plan (PDP) is.

Set up a meeting to explain how the process works and help them create a plan.

You should have a completed and signed-off plan by the end of their first month.

Speak with your people and culture team to find out what your PDP process involves.

What government organisations can do

Investing in bicultural workers is one way the public sector can help deliver more inclusive services.

To support and retain bicultural workers, government organisations can:

• employ, train and offer professional development opportunities
• create cultural competency guidelines and offer training for all employees
• understand the challenges that affect them and come up with solutions to help
• do research and collect data to learn more about the value of bicultural work
• promote and raise awareness about the value of bicultural work.

To support the bicultural workforce, government organisations can:

• invest in workforce development
• improve data collection and reporting
• development professional standards.

Download to read the full report by the Social Policy Group and Migrant and Refugee Health Partnership.

Challenges faced by bicultural workers

Workforce challenges

Most government organisations know there are benefits to hiring bicultural workers.

However, the public sector doesn’t have any formal standards, training pathways or policies to define and develop these roles.

A report published by the Federation of Ethic Communities’ Councils of Australia said bicultural workers:

• face challenges moving out of low-level roles
• do ‘frontline’ roles with a lot of client or customers interactions
• find it difficult to access professional development opportunities.

Impact of cultural load

Cultural load is the extra and often invisible workload that bicultural workers have that non-bicultural workers don’t have. It can lead to burnout and identity crisis.

Not all bicultural workers or communities experience these conflicts. Each situation is unique.

It’s important to support bicultural workers and recognise the challenges they face in managing their responsibilities.

A literature review published by cohealth identified the following examples of cultural load:

Values and culture clash

It can be hard for some bicultural workers to balance the expectations of their community and their employers.

Sometimes these expectations are different or even oppose each other.

For example, bicultural workers may be hired to work with communities on topics like mental health, family planning and safe sex practices.

But some communities may see these topics as sensitive or taboo.

Bicultural workers can face negative reactions when they try to talk about them. And this can have a negative impact on their social life.

They may be treated unfairly or accused of abandoning their cultural values.

Community expectations

Community members often have high expectations of bicultural workers. They may ask for help with issues outside of their job descriptions.

Bicultural workers often feel a sense of duty to help their community and may take on more tasks, even outside of work hours.

This can lead to:

• a heavier workload
• overwork
• burnout
• bad physical and mental wellbeing.

How to create cultural capability in your organisation

What is cultural capability

Cultural capability means having the knowledge, skills and understanding to work well with people from different cultures.

Improving your cultural capability helps you build positive relationships with people from diverse backgrounds.

It involves:

• ongoing learning
• respecting different beliefs and values
• being able to communicate and interact in a way that is respectful and inclusive
• recognising and addressing power imbalances and systemic barriers.

To build cultural capability in their organisation, employers can:

• create a workplace where everyone feels valued and included. For example, valuing different perspectives, lived experience, knowledge and cultural backgrounds.
• provide cultural competency training
• offer language support, such as translations or language classes
• provide flexible work arrangements for family or cultural obligations
• be open to new ways of working
• celebrate cultural days and events
• as appropriate, approve leave for cultural days and events
• employ diverse employees.

Training and resources

• Professional Standards for Bicultural Work Training by cohealth

How to be a supportive manager

Our People matter survey data shows that manager support and senior leadership are the top drivers of positive employee wellbeing and engagement.

It says that when you create a safe and healthy work environment it will benefit employees, employers and the Victorian community.

Being a supportive manager of bicultural workers requires you to understand and value their background, experiences and perspectives. You should also provide tailored support and development opportunities.

Make the workplace a welcoming environment

To make your workplace a welcoming place for a bicultural worker, you can:

• educate yourself and your team about the different cultures and customs of the community you serve
• be aware of your own biases
• be open-minded and find ways to understand cultural differences
• recognise how cultural differences may impact communication styles
• be mindful of language nuances and non-verbal cues
• encourage open communication
• give clear instructions and set expectations
• address conflicts and biases in your team quickly and fairly
• adapt policies to different cultural needs
• treat everyone with fairness, respect and kindness
• establish a culture where it’s safe to make mistakes.

Embrace diversity in problem-solving and project planning

Bicultural workers bring valuable skills and knowledge to their workplaces.

They use their expertise in problem-solving and project planning.

Think about how you can use bicultural workers in community program and service design.

Help bicultural workers set work boundaries

Employees with community-facing roles may need support maintaining boundaries between their work and personal life.

For example, bicultural workers should:

• have a separate work phone they use only during work hours or in emergencies
• never give out their personal phone number or address
• delegate some of their work to colleagues to help manage their workload.

Bicultural workers may feel obliged to take on extra responsibilities because of their knowledge and connections.

Managers should help bicultural workers understand their role and follow the rules in the code of conduct.

This includes handling situations where there might be conflicts of interest, making public comments, and maintaining the trust of the public.

This will give them the power to say no if they’re asked to do something outside their role.

Find out more in cohealth’s Supporting bicultural workers: A literature review.

Support your employees’ professional development

Give your bicultural workers the opportunity to design their own learning and development plan.

Managers can support by finding training opportunities that align with their goals.

For example, you could create opportunities for bicultural workers to connect with mentors or buddies from other organisations. This might involve setting up platforms like forums, workshops for skill development and communities where they can learn and gain more experience.

As a manager you should be:

• flexible
• find training opportunities that align with their plan
• give them ideas and set goals for their career progression
• address barriers that impact career progression
• mentor them or find them a mentor
• recognise and celebrate their achievements in a culturally sensitive manner
• schedule regular meetings to provide honest feedback.

Managers also need to develop any soft skills they need. For example, teaching them:

• workplace norms and social expectations
• how to manage up
• how to have challenging conversations
• how to give presentations
• how to write professional emails and documents.

Offer post-employment support

Many bicultural roles are fixed term or contract based.

We know that some bicultural workers face employment barriers that can make it harder for them to find meaningful long-term employment.

To support bicultural workers after they leave, you can:

• write them a positive reference letter or formal certificate
• offer career coaching and counselling
• share job search resources
• offer training and upskilling opportunities
• conduct exit interviews and give feedback.

Helpful external resources

We’ve included these resources for interest only. We don’t own or endorse the content.

• Language services policies and guidelines, Department of Health
• Multicultural Education Aide Support Program, Foundation House
• Addressing the Strengths and Complexities of Bicultural Youth and Family Work, Centre for Multicultural Youth.
• Supporting bicultural workers: a literature review by cohealth
• Building on Strength. Developing Australia’s Bilingual and Bicultural Health and Care Workforce by the Social Policy Group and Migrant and Refugee Health Partnership
• Bicultural brilliance toolkit by Enliven.