Creating Positive Cultural Dynamics in the Workplace: A Solutions ...

1. 1 Creating Positive Cultural Dynamics in the Workplace: A Solutions Oriented SeminarSeptember 2004

2. 2 Presentation OverviewWhat cannot be changed�.Current situation�.Where did we go wrong�.What must be changed�.Innovative strategies leading to solutions� 

3. 3 What cannot be changed: Historical Overview Royal Proclamation 1763 British North America Act 1867 Numbered Treaties1871-1923 Manitoba Act 1871 Indian Act 1876 Natural Resources Transfer Act 1930 M�tis Betterment Act 1938 Canada�s Constitutional Act 1982

4. 4 What cannot be changed:Aboriginal Groups and Lifestyle Characteristics First Nation, M�tis and Inuit Diversity of rural and urban residents Different cultural and linguistic groups Diversity of lifestyle characteristics Federal, provincial/territorial, municipal and aboriginal government jurisdiction

5. 5 Current Situation Rapidly expanding and young population High employment rates in some areas Education levels that continue to lag behind the Canadian norms Social conditions in some populations remain problematic Equitable recruitment proving to be difficult Perception of limited access by aboriginal people to jobs Low retention rates in some industries

6. 6 Current Situation (con�t) Intractable problems encountered in recruitment, training, employment and relocation Employers with a track record of lack of success in creating a welcoming and responsive work environment to the full diversity of aboriginal workers Management unwilling to commit to employment equity objectives Ineffective communication and problem solving mechanisms

7. 7 Where did we go wrong? Imposed process of assimilation and acculturation Single reality programming proven to be unsuccessful in fully utilizing the aboriginal labour force in all its diversity Single reality programming increasing opportunities for a decreasing proportion of the aboriginal population

8. 8 Where did we go wrong? (con�t) Growing pressures on the more traditional people to meet the norms of the mainstream industrial society remain out of range of current opportunities Inappropriate recruitment based on a limited understanding of community, workplace and cultural dynamics Lack of alignment between personal and organizational culture, values and beliefs

9. 9 What must be changed Use Dual Realities � Dual Strategies � approach for planning, assessment and intervention Rethink racially based programs and employment equity initiatives

10. 10 Dual Realities-Dual Strategies Assessment Change-oriented Characteristics

11. 11 Dual Realities-Dual Strategies Assessment Subsistence Oriented Characteristics

12. 12 Collecting Information Questions About Aboriginal Employee Dynamics What is the relational dynamic within groups of aboriginal employees? What degree of diversity is apparent within the aboriginal workforce? What is the interface like between aboriginal employees and those of other backgrounds? Are there any �work fraternities� operating that involve aboriginal people and how does the use of social and cultural ties to support work make a difference in productivity?

13. 13 Collecting Information Questions About Local Aboriginal Labour Force What success and failures have we had in aboriginal recruitment and why? Where do Aboriginal people live and what are their lifestyle characteristics (including local cultural and linguistic groups)? What are the strategies used for recruitment and who are we using as contact people in the communities? What has succeeded and failed in retention of Aboriginal employees and why? What problems have been encountered in relocating Aboriginal people? Given an understanding of Dual Realities � Dual Strategies, what alternative approaches might be more successful?

14. 14 Interventions

15. 15 Interventions (con�t)

16. 16 Recommendations Customized active measures that respond to individual and family realities (change oriented, marginal or subsistence oriented); Short term, seasonal and long term employment programs; Engagement and �seeding� of existing social support networks (family, community and created);

17. 17 Recommendations (con�t) Focus on community mobilization and links to small scale, appropriate job creation and economic development (urban, rural, remote); Actively support and provide incentives for transition to work, including increasing likelihood of success by reducing barriers such as daycare and the availability of jobs that pay a �living wage�; Build on traditional and cultural values and �definition of success�;

18. 18 Recommendations (con�t) Access to land and cultural teachings for subsistence oriented people; Invest in self-sufficiency for subsistence oriented people � social, geographic and cultural, not just economic; Support training, education, and skill development including �hands on� options for more subsistence oriented individuals;

19. 19 Recommendations (con�t) Employment programming for less acculturated people, who lack the affinity for mainstream society, must be constructed on a foundation of culturally appropriate values and principles, while maintaining equity with other programs; Actively responsive programming that use meaningful positive incentives; Equity and flexibility; Mutually agreed upon review, evaluation and accountability processes; and Alternatives to wage and self employment.

20. 20 End of Presentation