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Mastering Aboriginal InclusionMastering Aboriginal InclusionRoberta Hewson

• The Aboriginal Human Resource Council specializes in HR services, tools and strategies to help companies recruit, retain and advance an Aboriginal workforce.

• Mastering Aboriginal Inclusion is a program that was developed by and for corporate Canada. Leading companies took part in the ‘Networks of Change’ initiative to provide hands-on & proven successful HR processes.

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Mastering Aboriginal InclusionMastering Aboriginal Inclusion

• The “culture” of a workplace that attracts, engages, and advances Aboriginal talent.

• When a successful collection of HR policies,

practices and training are combined with positive human behaviour, results are an inclusive workplace where Aboriginal people can advance to their full potential.

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Definition of Aboriginal InclusionDefinition of Aboriginal Inclusion

• Constitution of Canada (1982) people identifying as “Aboriginal” are made up of: – First Nations – Inuit, and– Métis

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Who Are “Aboriginal People”?Who Are “Aboriginal People”?

• Original inhabitants had diverse lifestyles in independent societies.

• The relationship between First Nations and European peoples in Canada began as one of mutual benefit and cooperation.

• Each First Nation has its own unique historical background, culture and political goals.

• 698,025 FN people, 633 bands representing 52 Nations and 60 distinct languages (2006 Census).

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History of First NationsHistory of First Nations

• Inhabitants of the North American Arctic.• North Atlantic whaling industry brought goods and

disease.• By 1915 fur trade encompassed the Arctic.• By mid 1960’s nearly all Inuit had been moved to

permanent settlements.• New territory called “Nunavut” proclaimed on April

1, 1999.• Population 50,485 (2006 Census)

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History of InuitHistory of Inuit

• Became a distinct culture in early 1800’s.• “Country born” & “Red River Métis”.• Largely based in Western Canada.• 8 Métis Settlements in Alberta.• Population 389,785 (2006 Census).

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History of MétisHistory of Métis

• Cultural– Prohibited from cultural expressions.

• Economic – Not permitted economic development.

• Social– Example: Aboriginal war veterans not permitted

into Canadian Legion.• Political

– Could not vote until 1960.

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Aboriginal Historical ExclusionAboriginal Historical Exclusion

An Employers Roadmap:,

Moving from Exclusion to Inclusion: Building a welcoming workplace for Aboriginal talent

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The Inclusion ContinuumThe Inclusion Continuum

INCLUSIONInclusion is fully embraced as the cultural norm

INTEGRATIONInclusion as a catalyst for growth

INCUBATIONInclusion nurtured as a core competency

INITIATIONInclusion as a business imperative

IMAGEInclusion as public relations

INTIMIDATIONInclusion as forced compliance

INDIFFERENCEInclusion is not on the radar screen

The Inclusion ContinuumThe Inclusion Continuum

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Stage 1: IndifferenceStage 1: Indifference

Main feature Denial that Inclusion is an issue

Attitude “You don’t like it here, go somewhere else!”

Characteristics •Employee morale is not highly valued.• Discrimination, harassment and intolerance go unchallenged.• Low level or no awareness of diversity issues.• Negative stereotypes prevail

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Stage 2: IntimidationStage 2: Intimidation

Main feature The organization is reacting to external pressure to move towards diversity/inclusion practices.

Attitude • Begrudging.• Containing discrimination rather than encouraging diversity.

Characteristics • The bare minimum of Inclusion.• Policies are applied, keeping discrimination charges at bay.

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Stage 3: ImageStage 3: Image

Main feature Motivated by external attention and recognition generated by practices of Inclusion.

Attitude Showcases token employees.

Characteristics Inclusion efforts are an extension of corporate PR rather than corporate HR.

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Stage 4: InitiationStage 4: Initiation

Main feature A change agent initiates a fundamental shift towards Aboriginal Inclusion as a business case.

Attitude • Increasingly, managers are motivated to learn what is needed to effect change.• Change agents are not all alone, but find they have friends, often in very high places.• An organization becomes increasingly committed to change.

Characteristics The organization is awakening to the prospect of true Inclusion.

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Stage 5: IncubationStage 5: Incubation

Main feature The highest executive and the board of directors have committed the organization to growing a culture of Aboriginal Inclusion.

Attitude • A respect and understanding of the

Aboriginal world view.• Sensitive to diversity issues.

Characteristics • Internal commitment to Inclusion.• Aboriginal Inclusion is a strategic path to organizational growth.

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Stage 6: IntegrationStage 6: Integration

Main feature Organizational goals and Aboriginal Inclusion goals are linked together.

Attitude • Strong commitment to Inclusion.• Aboriginal world views help shape corporate vision.

Characteristics • Inclusion is a corporate competency.• The performance of managers is measured partly by their handling of issues of Aboriginal Inclusion.

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Stage 7: InclusionStage 7: Inclusion

Main feature Inclusion as a keystone of corporate identity.

Attitude • Total commitment to Inclusion throughout the organization.• A leadership commitment to introduce other organizations to the benefits of Aboriginal Inclusion

Characteristics • Commitment to continuous improvement regarding Aboriginal Inclusion.• Aboriginal employees found at every level of the organization.

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8 Ways to Seek

Aboriginal Candidates

Recruitment StrategiesRecruitment Strategies

• Aboriginal Employment Organizations.• Aboriginal media.• Aboriginal job boards.• Career and hiring fairs.• Aboriginal employee networking. • Consultation with liaison officers at colleges. and

universities.• Executive searches.• Fax out services.

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8 Ways to Seek Aboriginal Candidates8 Ways to Seek Aboriginal Candidates

• Approximately 80 Aboriginal HR Agreement Holders (AHRDA) & hundreds of local offices.

• Note: April 2010 new strategy name “ASETS”.• Many prepare and can refer candidates for

training and work opportunities.• Partnership initiatives with employers.• www.hrsdc.gc.ca (Home Page-Topics-Aboriginal

Canadians).Workforce Connex: aboriginalhr.ca

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1. Working with Aboriginal Employment Organizations1. Working with Aboriginal Employment Organizations

• Access regional Aboriginal newspapers at www.ammsa.com :- Windspeaker (National) - Saskatchewan Sage - Ontario Birchbark - Alberta Sweetgrass- Raven’s Eye - Buffalo Spirit

• Native Journal (www.nativejournal.ca)• First Perspective. (www.firstperspective.ca)• Nationtalk (www.nationtalk.ca)• Say Magazine (www.saymag.com)

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2. Aboriginal Media2. Aboriginal Media

• Inclusion Network www.inclusionnetwork.ca• www.amik.ca

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3. Aboriginal Job Boards3. Aboriginal Job Boards

• Job fairs.• Aboriginal career/job fairs.

– Blueprint for the Future www.naaf.ca– Friendship Centres www.nafc-aboriginal.com

• Aboriginal National Recruitment Fair.– Inclusion Works 2011 Montreal May, 2010

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4. Career & Job Fairs4. Career & Job Fairs

Create networks by:• Sharing skilled candidates• Speaking to other recruitment specialists• Consulting Aboriginal and Northern Affairs

provincial websites• Building relationships with local Aboriginal

communities

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5. Recruiting Networks5. Recruiting Networks

• Contact the Aboriginal Student Centre on campus.• Share recruitment process & what to expect.• Provide resume writing seminars & conduct mock

interviews.• Invite students to site visits.• Provide summer jobs/internships.• Provide educational completion awards.• Attend or support Aboriginal ceremonies &

graduations.

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6. Colleges & Universities6. Colleges & Universities

Executive Search Companies• www.higginsinc.com• www.amsisearch.ca

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7. Executive Search Companies7. Executive Search Companies

• Fax Out Services – Aboriginal Link is owned by Competitive Edge

• www.competitiveedge.ca

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8. Fax-out Service8. Fax-out Service

Thank You

Aboriginal Human Resource Councilwww.aboriginalhr.ca

Email: contact.us@aboriginalhr.caTF 1-866-711-5091

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Mastering Aboriginal InclusionMastering Aboriginal Inclusion