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Mastering Aboriginal Inclusion: From Exclusion to Inclusion.

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Presentation on theme: "Mastering Aboriginal Inclusion: From Exclusion to Inclusion."— Presentation transcript:

1 Mastering Aboriginal Inclusion: From Exclusion to Inclusion

2 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".

3 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.


5 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

6 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.

7 INCLUSION Inclusion is fully embraced as the cultural norm INTEGRATION Inclusion as a catalyst for growth INCUBATION Inclusion is nurtured as a core competency INITIATION Inclusion as a business imperative IMAGE Inclusion as public relations INTIMIDATION Inclusion as forced compliance INDIFFERENCE Inclusion is not on the radar screen

8 Stage 1: Indifference Main featureDenial that Inclusion is an issue Attitude You dont 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

9 Discrimination in the Workplace

10 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?

11 Stage 2: Intimidation Main featureReacting to external pressure but see no link between Diversity and Inclusion AttitudeIm 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

12 Stage 3: Image Main featureMotivated by desire for positive recognition AttitudeCome 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

13 Tokenism in the Workplace

14 Stage 4: Initiation Main featureA change agent initiates a fundamental shift towards Aboriginal Inclusion as a business case Attitude Other Characteristics We have an advocate for Aboriginal relations whos 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

15 Stage 5: Incubation Main featureExecutives and the board have committed the organization to growing a culture of Aboriginal Inclusion Attitude 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

16 Stage 6: Implementation Main featureOrganizational goals and Aboriginal Inclusion goals are linked together Attitude 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

17 Stage 7: Inclusion Main featureInclusion is a keystone of organizations 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




21 Niigon Technologies grew out of the shared vision of Chief J. Edward Williams & Robert Schad, President of Husky Injection Molding Systems Limited.

22 The company is wholly owned by the First Nation, with all dividends being reinvested into the community.

23 Proudly working together to build a prosperous and healthy environment that promotes independence, honors and respects our values, and enhances our way of life.

24 MAI Challenge One Millions Acts of Kindness One Million Acts of Green One Million Acts of Inclusion

25 Thank you!

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