Mastering Aboriginal Inclusion: From Exclusion to Inclusion
Declaration
• The passage of the Declaration on the Rights on Indigenous Peoples on September 13, 2007, marked a milestone for the world's indigenous peoples, and for the United Nations".
However…
• “Aboriginal people continue to be denied the protection from discrimination that other citizens take for granted,
• an unacceptable situation in a free and democratic society that values fundamental human rights.”
How does MAI help?
• Increasing understanding• Developing Aboriginal employment
strategy• Improving relations with Aboriginal
employees, customers, communities• Developing competencies in
workplace inclusion• Improving R R A
What is Aboriginal Inclusion?
• It is the “culture” of a workplace that attracts, engages, retains and advances Aboriginal talent.
• It is policies, practices and training… combined with positive human behaviour.
INCLUSIONInclusion is fully embraced as the cultural norm
INTEGRATIONInclusion as a catalyst for growth
INCUBATIONInclusion is 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
Stage 1: Indifference
Main feature
Denial that Inclusion is an issue
Attitude “You don’t like it here, go somewhere else!”
Other Characteristics
• Low level or no awareness of diversity issues
• Low employee morale• Discrimination and
harassment go unchallenged• Negative stereotypes prevail
Discrimination in the Workplace
Discuss at your tables:
1. Reasons this employee did not bring complaint to the attention of foreman?
2. How else could a human rights complaint have come to the attention of management?
3. What could have been done to prevent this situation?
4. Steps to move up Inclusion Continuum?
Stage 2: Intimidation
Main feature
Reacting to external pressure but see no link between Diversity and Inclusion
Attitude “I’m not happy about having to deal with these complainers!”
Other Characteristics
•Begrudging•Containing discrimination rather than encouraging diversity
•Policies are applied, keeping discrimination complaints at bay
Stage 3: Image
Main feature
Motivated by desire for positive recognition
Attitude “Come see our Aboriginal employee in the mailroom.”
Other Characteristics
•Great Aboriginal artwork•“Token” Aboriginal employee(s)•Inclusion efforts are an extension of corporate PR rather than corporate HR
Tokenism in the Workplace
Stage 4: InitiationMain feature
A change agent initiates a fundamental shift towards Aboriginal Inclusion as a business caseAttitude
Other Characteristics
“We have an advocate for Aboriginal relations who’s going to help us understand this community.”•Organization is awakening to the prospect of true Inclusion
•Managers are motivated to learn what is needed to effect change
Stage 5: Incubation
Main feature
Executives and the board have committed the organization to growing a culture of Aboriginal InclusionAttitude
Other Characteristics
“We believe Aboriginal people have a lot to contribute to our organization.”• Inclusion is a core competency
• Managers are held accountable for their handling of diversity issues
• Aboriginal inclusion is a strategic path to organizational growth
Stage 6: Implementation
Main feature
Organizational goals and Aboriginal Inclusion goals are linked togetherAttitude
Other Characteristics
“We need Aboriginal employees at all levels of the organization.”
• Diversity is linked to strategic plans
• Aboriginal people are targeted for succession planning initiatives
• The performance of managers is
measured partly by their handling
of issues of Aboriginal Inclusion
Stage 7: Inclusion
Main feature
Inclusion is a keystone of organization’s corporate identity
Attitude
Other Characteristics
“Inclusion is the cultural norm within our organization.”
• Employees are engaged at all levels of the organization
• High employee morale• Greater retention• Commitment to continuous
improvement
Niigon Technologies grew out of the shared vision of Chief J. Edward Williams & Robert Schad, President of Husky Injection Molding Systems Limited.
The company is wholly owned by the First Nation, with all dividends being reinvested into the community.
Proudly working together to build a prosperous and healthy environment that promotes independence, honors and respects our values, and enhances our way of life.
MAI Challenge
• One Millions Acts of Kindness
• One Million Acts of Green
• One Million Acts of Inclusion
Thank you!
