Bama Services is a 100% Indigenous owned contractor, based in Cairns, Queensland, providing meaningful employment opportunities for Indigenous jobseekers. Bama began as a small construction and landscaping company with the goal of providing employment pathways for young Indigenous school leavers. Since its establishment in 2010, it has expanded into a multi-faceted enterprise providing civil and domestic construction services, facilities and asset maintenance, landscaping, environmental services and commercial horticulture services. CQUniversity’s Office of Social Innovation sat down with Jonathan (Jono) Coker, Bama’s Operations Manager to discuss how he manages his diverse workforce.

Workforce Diversity at BAMA Services

Bama Services employs a highly diverse workforce, with a significant focus on providing employment opportunities for Indigenous people. In our interview with Jonathan, he highlighted that Bama is the leading Indigenous contractor in the region, with 60-70% of its workforce Indigenous. While the workforce is predominantly male, Bama actively welcomes both men and women, as well as Indigenous and non-Indigenous people, consciously creating an inclusive environment.

Bama employs Indigenous and non-Indigenous people throughout the Cape… it is mostly guys at Bama, but we absolutely welcome women.”

Jonathan Coker – Operations Manager, Bama Services

Entry Level Roles

Bama provides genuine entry-level jobs, which allows jobseekers without previous employment experience or qualifications to take on opportunities. During our interview with Jono, he emphasised that most of the work at Bama involves manual labour and can be easily taught. Jono also explained that this approach builds confidence in employees as they gain skills and experience on the job.

“Most of Bama’s work is manual work. It’s sort of entry level work, garden maintenance. It can be easily taught, and it builds confidence.”, said Jono. Giving employees true entry-level opportunities allows them to gain paid employment while working on expanding their skillset, before moving on to more skilled roles within Bama or elsewhere.

We spoke with one Bama employee, Gerry, who shared his experience starting as a water truck driver and developing his skillset to the point where he now performs a vast range of duties. “I’ve been at Bama for just over 12 months …at Bama, I do from slashing to driving water trucks to hydro-mulching, garden maintenance, general mechanical work, maintenance, everything and anything!”, Gerry.

This progression highlights Bama’s commitment to providing meaningful, sustainable opportunities for skill development and career progression.

Diversification to Reach New Demographics of Employees

In order to attract a wider demographic of employees and provide increased opportunities for disadvantaged jobseekers, Bama identified an opportunity to expand the business. During out interview, Jono noted that due to the nature of the work, Bama’s workforce has been majority male. In response, Bama has recently launched a cleaning business aimed at providing more employment opportunities for Indigenous women, and anyone unable to perform manual labour.

Understanding Individual Circumstances and Life Experiences

Throughout our interview with Jono, he spoke about the importance of understanding the unique and diverse backgrounds of his employees. He spoke about having numerous staff members who did not grow up with any role models in the workforce.

“During my time at Bama, I’ve seen a few of our staff not ever seen mum or dad go to work so they don’t have that culture already engraved in themselves.”, Jono said. Bama recognises individuals’ life experiences, like these, and approaches them with patience and support to meet them where they are. This includes giving people the space to make mistakes and offering second and third chances where a situation calls for it. Jono highlighted how this approach encourages employees to learn and develop over time, becoming more employable.

Jono explained, “They start at Bama, for the first week or two, they might be late, they might be having days off, so Bama works with our staff and gives them second and third chances to try and work through these situations.” Gerry echoed this, explaining he appreciates the supportive environment where managers take time to listen and give advice. “The team is pretty good. Good people to work with. Willing to help, teach you. If you have suggestions, they’re also willing to listen as well,” Gerry shared.

Support and Wellbeing Program and Mentor

The mental wellbeing of employees is a top priority at Bama Services and the organisation goes above and beyond to provide individualised supports to all workers. Jono explained that Bama recognises the unique circumstances of its workers, many of whom lack any formal training or previous work experience, and aims to provide supports which address barriers to maintaining employment.

“It might be a little bit different to mainstream employers having a dedicated support and wellbeing mentor. The reason we do it is because we’re employing new start, low skilled people with, you know, not much knowledge about work ethic.”, shared Jono. To help achieve this, Bama has a comprehensive support and wellbeing program, as well as a dedicated support mentor available to all staff throughout their workdays. This support mentor provides support and guidance on a range of issues, including housing, financial concerns, relationships and personal challenges.

At Bama, we have a support and wellbeing program, which consists of a support and wellbeing mentor. This person’s available all day long for all staff, including managers. They feel free to go to this person with any problems, issues, housing, relationships, financial, anything at all and this person listens and helps and makes suggestions to get them through it.”

Jonathan Coker – Operations Manager, Bama Services

Top-Down Success Through Management

The emphasis placed on choosing managers with values that align with Bama’s mission has been instrumental in driving the success of its diverse workforce from the top down. Jonathan revealed during our interview, that he feels the choice of managers has been one of Bama’s best decisions.

“Some of the best decisions I’ve made at Bama is choosing the right manager and supervisors to lead the crew.”, said Jonathan. This approach has fostered a supportive culture which facilitates the benefits of Bama’s diverse workforce and allows employees to feel recognised for their growth and achievements.

Tight-knit Culture

The tight-knit, family-like culture at Bama Services is a significant benefit to the organisation, and results from their diverse workforce feeling supported and valued. When organisations like Bama provide opportunities to disadvantaged jobseekers and support them to develop and increase their employability, this is often returned with loyalty and a sense of pride in their achievements. During our chat with Jono, he spoke about regularly receiving positive feedback from Bama staff about the family-like culture.

“Comments from our staff include working here is like family. We find that quite rewarding to hear that.”, said Jonathan.

Personal Gratification

Throughout our interview, Jono highlighted the sense of personal pride and gratification which he and Bama’s management team receive from seeing disadvantaged jobseekers flourish in their roles. He explained how this pride contributes to a culture which fosters diversity, and also encourages employees to take pride in their own achievements with Bama.

“The benefit of having a diverse workforce includes our managers, myself included, and our supervisors being proud to watch our staff be proud of themselves for what they’ve achieved at Bama through our projects”, Jono shared.

Better, More Employable Workers

Throughout our interview with Jono, he emphasised that the support and second chances which Bama provides its employees yield significant benefits for the organisation. He explained that helping people through tough circumstances and allowing them to grow with the organisation results in better, more committed employees. “This support and wellbeing system helps them to become a better employee for us.”, said Jono.

By investing in employees’ personal and professional development, Bama not only improves its own workforce, but equips its staff with the experience and skills they need to transition into employment with other organisations. This ultimately contributes towards increasing workforce diversity throughout the whole community. “Once we get these guys through that and girls, they’re much better employees and employable for other people as well.”, said Jonathan.

• • • Giving second chances pays off.
    • Opportunities for diverse employment can be consciously created.
    • It is important to understand the unique circumstances diverse employees face.
    • Employing a diverse workforce has benefits to the organisation, the individual and the wider community.
    • Supports allow employees to flourish in their roles.