Widening the Circle Increasing Opportunities for Aboriginal People in the Workplace

Widening the circle Increasing opportunities for Aboriginal people in the workplace Deloitte’s Dialogue on Diversity Contents How can we increase opportunities for Aboriginal people in business? . 2 Just the facts . .4 What we learned - Begin with relationships . 6 Commit for the long term . .8 Bolster skills and education . 9 Review recruiting and hiring practices . .12 Foster cultural awareness . 15 Reach out to small business . 17 Prevent isolation . .18 Leverage goodwill . .19 Focus on retention . .19 Align programs . 21 Support Aboriginal businesses . .21 Break down myths and prejudices . 22 Tell a new story . .23 Top 10 best practices . .24 Why Dialogue on Diversity? . .25 The path from tolerance to acceptance to diversity to inclusion is a long one. Widening the circle 1 How can we increase opportunities for Aboriginal people in business? Recognizing that Aboriginal people make up the As more Aboriginal people attain higher- fastest-growing segment of Canada’s labour force level education, it is important that Canadian – with a sizeable under-25 population eager to employers provide them with a fair and fulfill its potential – Deloitte chose to make equal chance at a wide range of careers and “creating connections” between this group and advancement opportunities . By including business the focus of our Dialogue on Diversity . Aboriginal people in their talent pools, employers The dialogues, held in nine locations from can take advantage of the new perspectives that Vancouver to St . John’s, began on May 3 and often lead to innovation and improved business wrapped up on June 14, 2012 . We listened and results, while demonstrating leadership for other learned from passionate, proactive speakers who businesses . However, there are challenges that shared success stories and best practices as well employers, as well as Aboriginal communities and as their perspectives on the need for a long-term people themselves, must recognize and address . commitment to building relationships; greater Misconceptions, racism and old myths persist . At collaboration; education; accommodation; and every opportunity, it is critical that these attitudes cultural understanding . be exposed and dispelled through education and communication . Aboriginal people may also have to deal with different But prejudice is only one factor . Numerous definitions of success and their own cultural bias toward barriers to “mainstream” employment arise in sequence from an early age for many Aboriginal humility instead of “selling yourself.” people . As children, the formal education that will be later required by most organizations may not be highly valued – one of many persistent issues resulting, at least in part, from the history of residential schools . As youths, they may lack the opportunity to learn about careers beyond those traditionally aspired to within their communities . As adults, the job search may be further limited by location and access to transportation, daycare and technology . Those seeking jobs may not know 2 Widening the circle how to navigate corporate systems . Company The full integration into society of any hiring practices may be too inflexible to recognize marginalized group – women, people of colour, unconventional qualifications, or they may not people with disabilities, immigrants, the LGBT have the resources to foster inclusive hiring and community – starts with tolerance and proceeds training practices . through acceptance to diversity and ultimately to inclusion, where conscious efforts are no longer If they land jobs in large urban centres, Aboriginal required . As Canada’s Aboriginal people claim people may experience isolation . New cultural their rightful place in society-at-large, progress norms, unfamiliarity with urban environments, is undoubtedly being made . Slowly, barriers are the lack of role models in more senior jobs – or coming down and bridges are being constructed even the absence of a single familiar face in in their place . One Aboriginal participant told the the organization – can contribute to retention story of attending a recent university graduation problems . As they consider their careers, ceremony to receive an honourary doctorate, and Aboriginal people may also have to deal with noted that there were 800 Aboriginal graduates different definitions of success and their own in attendance compared with just two twenty cultural bias toward humility instead of “selling years ago . yourself .” In this document, we attempt to change the During the dialogues, we sat down with groups conversation about Aboriginal people in the of people across the country – many themselves workforce so that a new story can be written – of Aboriginal heritage – who are active in industry, one full of ideas for ensuring success in a wide government, education and social services . We range of career experiences . heard about these challenges and explored solutions for forging closer, more effective ties between Aboriginal people and business . These solutions stemmed from both practical experience as well as an impassioned desire to move beyond diversity to inclusion . Jane Allen Partner and Chief Diversity Officer Widening the circle 3 Just the facts The Canadian Constitution Act 1982 in section The right thing and the smart thing 35(1) recognizes and affirms Aboriginal and Treaty In recent years, the case for diversity has rights . It further recognizes First Nations (60% broadened from “the right thing to do” to “the of the total Aboriginal population), Metis (33%) smart thing to do .” When it comes to Aboriginal and Inuit (7%) as the three distinct groups which people in Canada, both philosophies apply . Not make up the Aboriginal peoples of Canada . only is there a profound obligation to provide more opportunities for our home-grown As of the 2006 Census, there were 1,172,790 population to flourish, there is a business Aboriginal people in Canada, or 3 .8% of the imperative . “We have land, gas, oil, and mines . If national population, with more than half under you want to do business in this country, you’d the age of 25 . Human Resources and Skills better learn to do business with Aboriginal Development Canada has identified Aboriginal people,” noted one passionate Dialogue on youth between the ages of 15 and 30 as the Diversity participant . “There are thousands of fastest-growing population segment in Canada . bright young people getting ready to seize opportunities . We’re not living in the 60s or 70s anymore .” “We have land, gas, oil, and mines. If you want to do business in this country, you’d better learn to do business with Aboriginal people.” 4 Widening the circle With Canada’s economy relying largely on remote communities and are inaccessible for work extraction and resource development, the in corporate environments . In fact, recent census need for skilled workers in many regions of the data suggests that more than half of the country will only increase . In remote northern Aboriginal population now lives in a major city, communities, more and more organizations are meaning that the talent pool is readily accessible . discovering – often the hard way – the value The federal government has pledged funding for of listening to Aboriginal people and looking Aboriginal education and asked the private sector to them for guidance . For resource companies, to provide greater support . As an increased it’s not only a question of economic survival, number of Aboriginal people attain higher-level it’s an astute risk management policy to engage education, the Canadian business community has Aboriginal talent and embrace collaboration . a responsibility to turn these investments into real job opportunities . But even those companies whose business is not based on extraction can benefit from a deeper understanding of the challenges facing Aboriginal “Our country’s DNA is diversity. Part of this is people and how organizations can further the Aboriginal people, so we need to find a solution.” path to inclusion . As Aboriginal people seek to improve their quality of life, which for many includes new and expanded career opportunities, numerous issues must be addressed and overcome . For example, unfair stereotypes continue to exist – including the mistaken belief that the majority of Aboriginal people live in small Widening the circle 5 What we learned Begin with relationships In every dialogue session across Canada, a strong When it comes to embarking on a new theme resonated: the importance of building relationship with Aboriginal communities or relationships . There is candid acknowledgment people, the conundrum “You don’t know what that in order for Canadian companies to engage you don’t know” came up at almost every with Aboriginal people, they must make an effort session . Participants widely supported the to connect – to visit Aboriginal communities and importance of being open-minded and leaving inquire about the challenges and successes they behind assumptions, using the same approach face . As one participant said, “Don’t pretend or employed when making a foray into international assume that you know – ask questions .” markets . Many participants commented that Organizations need to listen and learn about the Canadian businesses are eager to build bridges culture of the Aboriginal community before globally, and take great pains to learn how to attempting to enter into business transactions, or deal with other unfamiliar cultures . One said, “If indeed to be an effective employer . As one companies applied the same practices for getting participant expressed it, “You have to till the field to know Aboriginal communities that they use to before you can plant the seed .” do business in China, they would be able to avoid many problems .” How have organizations that have successfully “You don’t know what you don’t know.” built relationships with Aboriginal communities – and there are many – done so? They start slowly, and demonstrate from the outset an authentic desire to gain understanding . They abandon their own pre-conceived notions, and take time to let the relationship develop naturally . When a level of comfort has been reached, they note greater willingness to open a dialogue about mutual benefits .

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