Workforce connex - Aboriginal Human Resource Council

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—— Often not related to the employer, all about taking opportunitiesoffering higher pay or better career advancement.• Brandon Regional Health Authority – challenge was to convince the Aboriginalcommunity that they are in fact an Aboriginal friendly organization.—— Have a person “hitting the pavement” to build relationships—— Has 16 partners—— Good at recruitment, not retention. Trying to find out why?—— Needing to be more flexible –social support systems(i.e., single mother’s child is sick – she has nophone to call in to work, misses a day)• Aboriginal people do not want to work somewhere whereit is not representative of the population.••Internal work is as important of external work.There is favoritism in the workforce, bias, racism, stereotyping.• Ignorance is different than stereotyping – sometimesit is not a case of racism but of ignorance.• Fear in the federal government of Aboriginal politics – donot know how to work with Aboriginal people.•Fear of what to say among managers.• Need to judge employees (who are asking to make moremoney) based on their skills and accomplishments.• Sometimes there are subtle or “innocent” discriminations – whenit is there, you cannot ignore it, you must deal with it.••Interviews are intimidating; should be dealt with as a conversation.Be aware of home life to be flexible to realities of their life.• Aboriginal training done in groups – Is this the rightway? Are we setting them up for failure?••Need allowance for Aboriginal people to tour workplaces to see how it works.Peer support groups are useful.• Aboriginal awareness training not always mandatory – often requiressupervisor approval – multiple barriers to implement this.• Important to feel accepted and connected – difficult todo in a workplace with few Aboriginal people.• Cross-cultural communication – Aboriginal people needto learn about the workplace culture and employers andmanagers need to learn about Aboriginal culture.• Important not to implement affirmative actionprograms which only create resentment.•••Representative workforce programs are based on qualifications.“Token Indians” and quotas are not good things.What do you need to know about AHRDA’s to help employers?—— AHRDAs significantly helped Standard Aero – bridgingthe gap in understanding between two worlds—— Hire people for jobs based on their qualifications;must not lower expectations.• AHRDA – was good for them to go through mock applicationprocesses of the federal government; allows them tobetter understand how to help their clients.••••Education levels of clients?—— Often high level or lower—— Most communities require students to leavecommunity for grade 9 or higher.Cultural expectation is to take time off in event of death.Employer cost vs. cultural necessity—— Solution: lots of part time employees.People are scared to leave their community.Overcoming BarriersProvide advice to AHRDAs about how to overcomebarriers to positive engagement with business.••••••••Sit down with employer regarding paperwork.Accountability.Keep track of the employee.Bridge employers lack of knowledge of training offered by AHRDAs.Provide financial support.Discuss expectations at front end (i.e., time off, problems)—— This is where the trainers and trainees come in.AHRDAs share their expectations and companies share their expectations.Contracts.• Communities need to make changes (i.e., lookat effect if community shut downs).• Operating policies and collective agreements – beblunt to leadership regarding effects.••Seek equity rather than assimilation.Focus on reality vs. respect people.• Ensure job description fits with what person will actually be doingand bona fide requirements (i.e., must have grade 12).••Use programs available; contact “us”; be proactive.Be flexibile.• Creating partnerships between AHRDAs and businesses.Elements of a meaningful partnership:14Aboriginal Human Resource CouncilManitoba Workforce Connex Report
—— Open communication, trust and transparency, accountability,commitment, keeping your word (promises), positive attitude, worktogether and be aware of opportunities, long-term process, honesty.• Client with employment barriers: work with client to getwhere they want (i.e., training – tuition, books, programs,project based training, life skills programs).••Partner with local business to get skills; students come out with jobs.Identify and offer role models.• Purchase “seats” in post secondary schools;once finished, help with job search.•••Utilize Chambers of Commerce (Aboriginal/city/ province).AHRDAs need to present their opportunities to partner—— Why it’s a benefit to them.Tap into non-Aboriginal resources (mainstream) partnerships.• Get involved in different committees regardingtrades, resources and networking.••Build links to become certified in trades.Be more involved with other organizations (non-Aboriginal).• Recruitment agencies need to connect and networkamongst each other (Aboriginal and non-Aboriginal).•••Partnership for funding and living allowances.Need cultural coordinators.Group 41. AHRDAs : Challenges and frustrationsPart 5: NetworkingPurposeParticipants were given an opportunity to network and meet other individualsand organizations dedicated to connecting demand and supply. Keynotespeaker was Chief Dennis Meeches from Long Plains First Nation.Part 6: Promising PracticesPanel- DemandPurposeFour presentations were made on successful projects that havefound promising practices and approaches to increase thenumber of Aboriginal people in the workforce. Presenters:••••Ted Smook, Smook BrothersCarmel Olsen, Brandon Regional Health AuthorityJohn Leroux, Standard AeroCarrie Still, RBC FinancialPART 7: Demand Side Issues RoundtablePurposeThe purpose of the discussions was centered on getting to know business.Business was asked to set up as advisors to AHRDAs to increase theirunderstanding of the demand side. The dialogue questions were:Ask AHRDAs:What are the challenges and frustrations withengaging business?Do you have any suggestions on how business couldinform you of their job openings that exist or willexist?Ask Business:What kind of employment opportunities do youhave today for Aboriginal people?How do you communicate your company’semployment opportunities?What are the specific ways that you recruitAboriginal people?What are the challenges and frustrations with engaging the business community?••Provide clarity to the Aboriginal workforce on union dues, taxes.Job rotations – longer terms (40 days).• Retention of trained Aboriginal people regardingmould training – term positions.• Try to match training programs with others thatcreate longer employment terms.• Need federal community funding partnerships that canemploy trained people at community level.•Communities as employers are having issues too.• Articulate to youth their future is the world – througheducation to participate in world economy.•Infrastructure to communities needed (i.e., roads, digital technology).• Need to engage medium size business andemployers to Aboriginal employment.••Virtual call centers.Telecommunications access.• Touring schools to inform and educate.Aboriginal Human Resource Council Manitoba Workforce Connex Report 15
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Page 3 and 4: TABLE OF CONTENTSAcknowledgement...
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