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The purpose of this paper is to present a case for the importance of mentoring programs in addressing the disadvantage of minority groups in the workforce. Also, to report on a workplace mentoring program conducted for indigenous Australians at the University of Newcastle, Australia.

Interviews with program participants.

Indigenous Australians are marginalised in the Australian workforce. Governments have developed many special labour market programs for indigenous Australians, the majority of which are based on public sector employment. There is potential for more extensive private sector participation in developing workplace programs to support indigenous Australians. Workplace mentoring, especially through indigenous mentors, is important in assisting indigenous employees sustain employment and enhance workforce attachment. The case study demonstrated how culturally appropriate mentoring programs can be successful in attracting, training and placing indigenous Australians into employment.

Confined to a single case study organisation, but the findings are in keeping with North American research on mentoring indigenous workers.

Mentoring has a strong role to play in assisting disadvantaged minorities improve labour market outcomes.

There has been no previous research in the Australian context on mentoring indigenous workers.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Workplace mentoring has become highly valued to the extent that it is now perceived as a key human resource (HR) strategy within many organizations. Greater harmony between management and employees and improved output are just two of several noteworthy benefits commonly reported. Greater harmony between management and employees and improved output are just two of several noteworthy benefits commonly reported. But realization that mentoring has scope for even wider impact is also on the increase. It is therefore hardly surprisingly to see companies introducing programs for a number of diverse reasons. One prime example is the growing deployment of mentoring schemes to assist disadvantaged members of the labor force such as disabled workers and women.

Can encourage positive attitudes toward minority and disadvantaged groups. May also persuade policy makers to address concerns of such people, introduce stronger legislation to prohibit discriminatory behaviors and promote activities that encourage inclusive practices.

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