The Role of Trainees in Enhancing Diversity and Inclusion

Key Takeaways

• Trainees can bring different experiences and questions that help a team see its blind spots.
• Inclusion is the employer's responsibility. Do not expect a trainee to fix workplace culture.
• Plan onboarding so every trainee knows the rules, the people and who to ask.
• A mentor and regular feedback make it easier to speak up.
• If something is wrong, trainees should know who to contact outside the team.

Introduction

The role of trainees in enhancing diversity and inclusion in the workplace is real but limited. Trainees often come from a mix of ages, cultures and work histories, and they may notice things that a settled team misses. They are also new, young in their careers and dependent on the workplace for a reference and a qualification.

That means employers carry most of the responsibility. This post explains what trainees can contribute, what hosts need to put in place first, and how to avoid placing an unfair load on the newest person in the room.

What Trainees Can Contribute

Do not assume what a trainee brings from their age or background. Ask, and listen. What often happens, though, is that a new person:

• Asks why things are done a certain way, which can expose habits or language that exclude people.
• Sees the business from a customer's or applicant's side.
• Brings experience from other jobs, communities or study.
• Shows the team what it is like to be new, which makes the team more aware of how it treats newcomers.

All of this depends on the person feeling safe enough to speak.

Do Not Make a Trainee the Diversity Representative

A trainee should not be asked to speak for a whole group, or to correct their colleagues' behaviour. That is unfair and can be uncomfortable for them.

• Do not single out a trainee as the voice of their culture, age group or background.
• Do not expect a trainee to challenge senior staff.
• Do not use a trainee's story in marketing without their clear, informed agreement.

If a trainee volunteers to take part in an inclusion activity, that is their choice. Make it easy to say no.

Build Inclusion Into Onboarding

Inclusion begins in the first week. A structured start reduces the chance that someone is left out.

• Introduce the trainee to the whole team, not just their immediate supervisor.
• Explain expected behaviour, including how the business deals with complaints.
• Tell them who to talk to if something does not feel right, and make sure that includes someone outside their direct team.
• Explain workplace jargon and unwritten rules.
• Check that the training and tasks are suitable for people with different needs and learning styles.

Mentoring and Feedback

A mentor who is approachable matters most to people who may already feel like outsiders.

• Choose a mentor who is patient and respectful, and who will take their role seriously.
• Encourage regular check-ins where the trainee can say how things are going.
• Respond to what you hear. If a trainee raises something and nothing changes, they will stop raising things.

Our post on creating a supportive and inclusive environment for trainees goes into more detail.

Handling Resistance and Limited Resources

Not everyone on a team will welcome change. Some staff may be unsure how to work with people from different backgrounds. Small businesses may also have limited time and money.

• Set clear expectations for respectful behaviour from everyone.
• Give supervisors practical guidance on training and communicating with new staff.
• Start small. A fair onboarding routine and a good mentor cost little.
• If a trainee is being treated badly, act. Do not wait for them to complain a second time.

If you are unsure how to handle a situation, call Future1st. We are the employer, and our field officers visit workplaces and training institutes to monitor progress and discuss issues.

Looking at the Bigger Picture

If your business is hiring trainees with different backgrounds, read about the benefits of hiring trainees with diverse backgrounds and perspectives and the benefits of hiring trainees from non-traditional backgrounds.

To see how a good start affects the rest of the placement, see the impact of trainee programs on employee engagement. You can also find guidance on retention in best practices for retaining and promoting trainees within the organisation.

Related Resources

• Traineeship and apprenticeship job board
• How to Build a Supportive and Inclusive Environment for Trainees
• The Benefits of Hiring Trainees with Diverse Backgrounds and Perspectives
• The Benefits of Hiring Trainees from Non-Traditional Backgrounds
• Best Practices for Retaining and Promoting Trainees within the Organisation
• The Impact of Trainee Programs on Employee Engagement

Frequently Asked Questions

Should trainees lead diversity and inclusion initiatives?

Only if they want to and have support. Responsibility for inclusion sits with the employer and managers, not the newest staff member.

What is the first step for a host employer?

Plan a fair onboarding that explains expectations, introduces the team and names someone the trainee can talk to.

How do I find out if a trainee feels included?

Ask them directly and privately, on a regular basis. Then act on what they say.

What if a trainee experiences discrimination or harassment?

Take it seriously and act promptly. The trainee can also contact Future1st on (03) 9656 9797 or info@future1st.com.au.

Build a Workplace Where New Starters Can Speak

Inclusion works when employers do the groundwork before a trainee arrives. To find or host a trainee, browse the traineeship and apprenticeship job board or call Future1st on (03) 9656 9797.