7.0 Linking Best Practices/Systems To the AEDP
Performance Management Process
7.1 Introduction: Defining Best practices and Systems
Approaches
The statement of work for this evaluation requires the consultant to draw conclusions
about AEDP operations and make recommendations to the Director of AEDP on the
scope, method, timelines, cost and other issues surrounding implementation of the AEDP
process. One of the critical issues for this evaluation is the question of the causal link
between AEDP partners best practice or systems implementation and achieving
improved Aboriginal employment development and participation in Saskatchewan’s
labour market and economy.
The United States general Accounting Office defines “best practices” as follows:
The processes, practices, or systems identified in public and private organizations that
performed exceptionally well and are widely recognized as improving an organization's
performance and efficiency in specific areas. Successfully identifying and applying best
practices can reduce business expenses and improve organizational efficiency.
Comparative Best Practice Approaches Reviewed Against AEDP
 Aboriginal Workforce Participation Initiative (INAC);
 Canadian Council on Aboriginal Business Progressive Aboriginal Relations
Program (CCAB PAR Program);
 Labour Canada Racism Free Workplace Strategy;
 Federal Public Service Commission Employment Equity Positive Measures
Program (PSC EEPMP);
 SIAST Equity in Employment Program;
It is useful, also, to look at the Wikipedia entry that discusses “systems thinking”
“Systems thinking is a framework that is based on the belief that the component parts of a
system will act differently when the systems relationships are removed and it is viewed in
isolation. The only way to fully understand why a problem or element occurs and persists
is to understand the part in relation to the whole.”
Canadian best practices for Aboriginal employment development demonstrate the
importance of the use of a systems approach to Aboriginal employment development.
AEDP is a systems approach to problem solving. Many Canadian and international
employers also use systems approaches to manage complex human capital management
issues such as workforces that are representative of aboriginal populations in a region or
country. Typically these are defined as “soft systems” – “systems that cannot easily be
quantified, especially those involving people holding multiple and conflicting frames of
reference. Soft systems are “Useful for understanding motivations, viewpoints, and
interactions and addressing qualitative as well as quantitative dimensions of problem
situations.” (source: “Systems Approach,” Wikipedia)
We have outlined a number of these “best practice” examples in Appendix___ of this
document. As well, we have included several case studies that demonstrate various
outcomes of employing a systems approach to Aboriginal inclusion. Largely, theses are
meant as useful reference tools to be used by managers and others involved in human
capital management policy, planning and delivery.
Experience in the practice of building Aboriginal representative workforce systems
shows that use of targeted best practices and policies enable an effective and efficient
framework to guide future AEDP partnership development. The use of best practices
contributes to the ability to achieve results-based outcomes established through the use of
partnership agreements and other best practices. Best practices also prove useful to
address challenges of extending Aboriginal labour market and economic participation
proposed through the partnerships developed collaboratively by AEDP and its partners.
The “Memorandum of Opinion” issued to GRAA (now FNMR) by the Saskatchewan
Provincial Auditor in 2004 speaks to this issue of results based accountability and the
need for FNMR to communicate results. The results of AED partnerships are discussed
extensively in Chapter ___. These results are “benchmarks” that can be used to
communicate results as requested by the Provincial Auditor.
7.2 Best Practices In Connecting Business to the
Aboriginal Community
Based on a review of a compendium of best and promising practices in aboriginal
employment development developed by PWMC in 2007, we have provide an overview of
Canadian best practices followed by a number of Canadian employers for linking
business to the Aboriginal community. This is to provide more tools to improve AED
Branch interface with new employers and existing partners The practices are organized
under five general headings. Please refer to the literature review appended to this
document for further information. Examples of companies that employ these practices are
included.
7.2.1 Supply Chain Measures
A number of companies are connecting with the aboriginal community by finding ways
to incorporate aboriginal people into their supply chain.
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Offering contracts to aboriginal suppliers (Alberta Pacific Forest Products, Diavik
Diamond Mines Inc., EDS, SUNCOR)
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Assisting aboriginal entrepreneurs and communities to create businesses and
forming partnerships with these businesses. (Alberta Pacific Forest Products,
Canada Aboriginal and Minority Suppliers Council, Diavik Diamond Mines Inc.,
EDS, SUNCOR)
Business development activities with suppliers, such as workshops explaining
contracting opportunities co-hosted with aboriginal business organizations. (BC
Hydro)
Creating an Aboriginal Supplier Database (EDS)
Participating in the Progressive Aboriginal Relations (PAR) Program with the
Canadian Council for Aboriginal Business. (SYNCRUDE)
7.2.2 Education and Training
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Providing bursaries and scholarships for aboriginal students. (Cameco, Alberta
Pacific Forest Products, EDS, Imperial Oil, Suncor)
Collaboration with aboriginal organizations in training programs. (Alliance
Pipeline)
Sponsoring aboriginal training and other programs at universities, technical
schools etc. (BMO, Cameco, EDS, SUNCOR)
Establishing aboriginal internships. (CIBC)
Hosting Technology and Engineering Camps. (IBM)
7.2.3 Recruiting in Aboriginal Communities
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Human resource personnel visit reserves for career and science fairs,
presentations and trade shows. (Canada Post)
Creating aboriginal job seeker databases. (EDS)
Collaboration with aboriginal HR organizations. (EDS)
Taking advantage of community sponsorships to raise profile. (EDS, Cameco)
Forming Aboriginal HR Networks at training institutions. (EDS)
Hiring an Aboriginal Employment Development Consultant (SAHO)
Establishing storefront offices in urban communities with high aboriginal
populations (Construction Careers, Regina and Saskatoon)
Multiparty partnerships with business organizations and aboriginal organizations.
(Winnipeg Aboriginal Employment Initiative, Winnipeg Chamber of Commerce)
7.2.4 Forming Partnership Agreements with Aboriginal Communities
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Creating a wide-ranging partnership for employment and community
development alongside the formation of a new business venture in an aboriginal
community. (Michelin, Diavik, MTS Allstream Inc., SUNCOR)
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Working with elders and reserve representatives to connect to the community and
make use of local expertise. (Various)
7.2.5 Providing Support for Aboriginal Organizations
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Providing financial support for organizations that promote aboriginal
employment, culture, etc.
o Aboriginal Achievement Foundation and Awards (CIBC)
o Foundation for the Advancement of Aboriginal Youth (Various)
o Establishing First People’s House (McGill University)
7.3
Scope and Method of Employing a Systems Approach
7.3.1 Introduction
There is a continuous need to build upon successful “best in class” Aboriginal labour
market initiatives to address the structural impediments that Aboriginal people face in
attempting to enter and remain in the labour market. Research on “best practices”
demonstrates that long term change will best be achieved by ensuring a comprehensive,
well executed and integrated “core package of interrelated services” is available. This can
be derived in part from the policy analysis, case studies, process analysis and the
promising practice examples presented here. In addition, it should be noted that FNMR
/AEDP policy consultants have been working on a policy document to focus the AEDP
systems approach. While this policy document still is in its DRAFT stages, AEDP has
shared this document with the Evaluation consultants. Some of the key issues analyzed in
the document include:
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RWS “Stakeholder Participation Model (role of supply/demand side) which
demonstrates the AEDP model systems approach currently in place
RWS “Change Management” Model (Harvard Business School and Prosci
models) aimed at a model for systematizing change management.
The draft “Policy Strategy” of AEDP is an exciting and cogent analysis of how the AEDP
systems approach practice is actually grounded in appropriate change management
theory. This will be a very useful tool for AEDP to communicate to stakeholders as it
speaks directly to a method to communicate its program results based on well accepted
theory and practice. Stakeholders want assurances that new practices have practical and
theory based acceptance by a wider group of users.
The research presented here reinforces the AEDP new policy directions as there are a
number of common and interrelated elements among all the practices identified that
can be interpreted as “common principles of practice” or “best practices.” In our
opinion, use of these will continue to assist both policy makers, practitioners in the field
and other stakeholders to address the challenges of establishing a representative
workforce. These best practices include:
7.3.2 Defining the Core Package of Demand Side Services
The “core package of services” process employed by AEDP partners should include the
following “systems approach” and processes:
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Research to gauge the potential of the Aboriginal workforce and its training needs
and identify employment sectors that offer a broad range of occupations and
opportunities. This will be the key to correcting the mismatch between demand
for workers and the supply of Aboriginal workers in a region.
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Communicating with employers and establishing partnership agreements,
including a stakeholder committee of the partners, unions, training institutions,
and Aboriginal community, to oversee agreement implementation. The purpose
here is to create a labor market intermediary function to solve mismatch
problems.
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Development of a corporate plan to address barriers to Aboriginal employment.
The plan may include policy review, cultural training, and/or an Aboriginal
specific hiring plan.
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A communications strategic plan that extends to all stakeholders and includes
training in implementation of the strategy for key stakeholders. This should be
focused on the following guidelines:
o Stakeholder awareness of the core package of services
o Stakeholder awareness of the economic importance of addressing
Aboriginal labour market participation
o Broader awareness and attitudinal shift in stakeholder approach to
Aboriginal issues
o Receptive stakeholders for the implementation of future employment
partnerships
o Establish shared business case for increasing Aboriginal participation
o Develop templates of potential communications messaging and
strategies
o Develop introductory communications products that are explanatory of
the best practice environment and are targeted to distinct core
audiences within the Canadian economy (labour, unaware
corporations, aware corporations, business service interests,
Aboriginal communities and development bodies responsible for
Aboriginal HR development (AHRDAs and affiliates, etc);
o Develop a stakeholder data base and targeted distribution strategy to
maximize exposure of initiative and promote participation in program
activities (speakers tour, workshops, annual conference, employment
assistance services)
o Develop workshop materials and approaches that reflect the unique
interests of labour market stakeholders, leveraging materials from
other similar initiatives.
o Identify corporate and labour role models to serve as inspiration to
others to adopt Aboriginal participation strategies.
o Performance management may benefit from analysis of existing case
studies summaries to demonstrate explicit approaches of its partner
organizations’ progress towards creating an Aboriginal representative
workforce through use of strategic “best practices”. Case studies are
indicative of the type of progress towards the goal of creating a
representative Aboriginal workforce that can be made using the
focused AEDP best practice approach.
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Focus on auditing of partner workforces, data collection and data analysis including
identification of the types of employment positions available, employment numbers,
position numbers and duties through a workforce “job audit.”
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Using employee audits to provided generic information on the skills, competencies
and educational qualifications required for jobs in a specific workplace.
An audit provides potential Aboriginal employees information on skills needed for
current job opportunities, and what is required for planning a career path, including
general requirements for career advancement.
The audit focus provides a tool to improve employer succession planning. Externally,
it serves as a communication linkage tool to assist the Aboriginal community to
identify the employment requirements of specific employers.
The audit focus reveals how the employer is doing compared to others in utilizing
“best practices” in human capital management, including:
o Recruitment and hiring
o Promotion and advancement
o Representational workforce policies
o Diversity, fairness and equity policies
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The existence of an audit focus permits critical analysis of a workplace by
Aboriginal candidates and employer accountability: is this a desirable
workplace for Aboriginal candidates?
o Establishing an Aboriginal Employment Coordinator position to oversee the
implementation of the strategy in the organization.
o Implementing mechanisms for provision of support services, development of support
networks and job orientation for Aboriginal employees.
o Employing a strategy to work with unions where applicable and overcome real and
perceived barriers associated with seniority rights and other advancement provisions
in union contracts. This may include enhancing collective agreements to include
language that supports aboriginal inclusion and include unions in policy changes to
collective agreements in order to support aboriginal employment, advancement and
retention.
o Implementing an active co-monitoring and co-evaluation process. This will allow the
employer to compare hiring results to employment goals, identify problem areas, and
take remedial action where necessary.
7.3.3 Establish Coordinating Mechanism and Networking Systems at
Strategic Level
Multi-party, formalized and participatory alliances between various spheres of
government, the private sector and/or public sector employers, and communities of
interest, including:
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Workplace based partnerships that engage all stakeholders in the Aboriginal
inclusion process
Program planning activities that link partners, Aboriginal employees and other
employees to the process of Aboriginal inclusion in the workplace including
Union/Management committees and employer/employee committees in nonunion workplaces thereby increasing accountability of partnerships
A formally enunciated partnership commitment agreement that links
employers and other partnership stakeholders (governments, unions, etc) to
results-based expectations and accountability
Establishment of partnership agreements and a stakeholder committee of the
partners, unions, training institutions, and Aboriginal community, to oversee
agreement implementation
Partnership development and capacity building that include a participatory
process in all program phases as well as linkages to other social and economic
development programs (e.g. training; workplace essential skills programs;
recognition of prior learning; individualized assessment and growth plans,
and others)
Assisting Aboriginal Human Resources Development Agreement holders and
other supply-side stakeholders in convening capacity building initiatives
aimed at expanding and advancing Aboriginal participation initiatives.
7.3.4 Supportive Legislative Environments
Supportive legislative environments and institutional arrangements and strong mandates.
The “core package of services” must be linked to the legislative mandates for Aboriginal
inclusion (e.g. Indian Act, Employment Equity Act, Canada Labour Code, PSAB, and
other legislation and policy thrusts of Canada, the Provinces and Territories) as well as
federal, provincial and territorial government economic policy for Aboriginal peoples and
communities; and “institutional arrangements” (AHRDA’s; Provincial/Federal training
agreements; Labour Market Development Agreements, etc.) and other agreements at the
national, provincial, local and project level that contributes to increasing Aboriginal
participation and extending economic benefits.
7.3.5 Establish Performance Criteria
Well established and clear performance criteria and the financial and other means to
effectively monitor and report performance including designation senior executive and
management to oversee the design, development, implementation and monitoring of
progress and to report on results.
7.3.6 Coordinated with Other Training and Education Stakeholders
Policy targeted to increase participation of Aboriginal people in learning institutions,
trades and skills development and long term employer recruitment strategies
7.3.7 Shared administrative support between government
stakeholders and partners
This should be multi-layered at all levels in order to assure clear strategic planning,
analysis and results based performance objectives that are linked to Aboriginal labour
force attachment and economic participation. This may include:
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Enhanced coordination of federal, provincial, municipal and Aboriginal
supply and demand labour market support services organizations;
Establishment of a single-window information source for Aboriginal
labour market information and supports, such as an on line “portal”; and
Providing cost-shared support for partners to implement strategies and to
undertake initiatives that will prepare the workforce to accept and support
Aboriginal people within the workforce (this could include sensitivity and
or misconception training and demonstration projects).