Recruitment
The following practices have been tried and tested by various employers. They have been grouped in order to create
a unique and practical reference tool.

Aside from the Employment Equity Act, the employer can be proactive in his
decision to recruit Aboriginal people.

Implement recruitment objectives based on the existing gaps. Communicate
objectives and monitor progress.

Apply the objectives to all types of recruitment (indeterminate, determinate,
contractual, students).

Work in cooperation with agencies specialised in hiring Aboriginal people, such
as First Nations Human Resources Development Commission of Quebec.

Consult the Employer’s Guide of the Aboriginal Workforce Participation
Initiative (AWPI) (reference: Useful Links tab).

Consult departments or agencies that have employment programs for Aboriginal
people.

Elaborate and implement a regional recruitment strategy with Aboriginal
employment centres.

Implement a global recruitment approach by developing relations with
Aboriginal communities, First Nations and learning establishments of all levels.

Participate in promotion activities, information sessions and employment fairs.

Participate in employment fairs within the communities.

Implement an awareness strategy intended for learning establishments and
organizations specialised in candidate referral.

Consult Aboriginal student associations.

Offer presentations targeted to Aboriginal students in order to promote
employment possibilities.

Use community radio stations to promote employment opportunities.

Insure that private temporary staffing agencies are aware of the employer’s
objectives regarding employment equity.

Promote recruitment methods for Aboriginal people (recommendations from
other employees, staffing agencies, etc.) that have the most impact.

If need be, broaden the geographical selection zone.

Hold targeted staffing processed for Aboriginal people.

Encourage members of the designated groups with temporary positions to apply
when external job openings, determinate or indeterminate, are announced.

Encourage the Young Professionals Network to prompt their Aboriginal
members to participate in nomination processes.

Target student programs and student transition programs for recruitment of
Aboriginal people, in various professional categories.

Be open to possibilities of internships.

Supervise the number of Aboriginal candidates during all the steps of the
selection and hiring processes by using the appropriate monitoring means.

Determine whether the drafting of an action plan aimed at the application of
Special Measures pilot programs is necessary in order to increase representation.

Establish a directory of Aboriginal employees available to participate in selection
committees.

Create an information pamphlet destined for members of selection committees.

Ensure that members of the selection jury are aware of the needs of all
candidates.

Offer awareness sessions regarding diversity to personnel involved in the
selection process.

Analyse obstacles that can be prejudicial to the hiring of Aboriginal people
within the organization and take necessary measures to eliminate these obstacles.

Analyse factors that may interest Aboriginal candidates in working for the
organization and promote them in the staffing notices.

Re-evaluate requirements for positions to be filled (education, bilingualism,
experience, etc.) in order to prevent systemic barriers.

Mention that the employer supports employment equity principles in all job
offers.
Integration / Job Retention

Review welcome processes of employees.

Demonstrate to all new employees that the working environment is ready to
integrate them.

Have established an employment equity plan with concrete objectives and
precise responsibilities and insure that it is communicated to all.

In order to evaluate the efficiency of measures taken, use tools such as an annual
workforce analysis, scrutiny of employment systems, the success rate of
members of the designated groups in generic competitions and the Public Service
Employee Survey.

Prior to the arrival of an Aboriginal employee, raise awareness to all employees
about diversity, employment equity and accommodation.

Offer awareness training on Aboriginal culture to managers.

To favour integration, establish a Diversity Week and dedicate one day to
employment equity.

Celebrate Aboriginal people’s achievements by organizing special activities,
such as National Aboriginal Day (June 21) and encourage the participation in
support groups.

Be aware of Aboriginal employees’ career plans.

Make sure that Human Resources do a regular follow-up with managers and
Aboriginal employees to ensure integration.

Monitor complaints and grievances pertaining to human rights to determine
eventual problems regarding job retention.

Implement an action plan to solve job retention problems.

Interview Aboriginal persons who choose to leave the organization.
Promotion / Development

Ensure that Aboriginal people have the opportunity to participate in hands on job
training.

Develop a mentoring program for Aboriginal people.

Take into consideration Aboriginal people for temporary acting replacements.

Offer training to supervisors to inform them of their roles and responsibilities
concerning employment equity. Ensure that the training includes issues linked to
the promotion and development of Aboriginal people.

Prioritise hiring of Aboriginal people in improvement programs.

Encourage Aboriginal people to participate in professional development
programs such as the Career Assignment Programme Group and the Accelerated
Executive Development Program.

Ensure that there is a link between the succession planning databases and
employment equity groups, in order to prevent eventual under-representation.

Openly discuss career plans with Aboriginal employees.
Management Engagement

Ensure that implementation of employment equity is part of the strategic
priorities of the organization, that it not is perceived only as an issue concerning
human resources.

Target positions to be filled by Aboriginal people in your Human Resources Plan
at the beginning of the year.

Include one or more employment equity objective in each manager’s
performance evaluation.

Survey employee satisfaction, in the workplace, and implement the needed
remedies. To analyse the results of the Public Service Employee Survey with the
same objective can also be valid.

Nominate one or more employment equity champions within higher
management.

Make the topic of diversity or equity a statutory item at management meetings.

State that the employer subscribes to employment equity requirements and
pertaining laws, and submits a summary of statistical data and an employment
report yearly.

Implement a diversity management plan.

Ensure that equity or accessibility plan mentions who or which team is
accountable for each measure.

Invest, budget wise, in measures put in place.

In a general manner and for each manager, evaluate the employment equity plan
with the help of the biennial report.

Encourage managers to volunteer with organizations that work with Aboriginal
people.
Consultation

Create an employment equity advisory committee that ensures communication of
the development and implementation of employment equity projects.

The committee could be consulted regarding self-identification issues,
employment systems studies, the employment equity plan and activities linked to
legal requirements.

The Committee can also serve as a discussion group about subjects related to
employment equity.

It could be composed of representatives of several unions (if available), of
managers, of employees whereof some belonging to designated groups, and
human resources representatives.

The employer might entrust the committee to organise events raising awareness
about issues regarding diversity.

The more support and credibility granted to the committee by upper
management, the better it will have an impact and the more it will be able to
show creativity and enthusiasm.
Self-Identification

From the start, involve unions and the employment equity advisory committee in
the self-identification process in order to determine the best approach to use.

On a sample group, test the chosen approach and, if need be, implement the
necessary adjustments.

Accompany the survey with a well prepared promotion campaign that may
includes:
o A message from higher management explaining the reason of the survey
and the importance of self-identification.
o An explanatory video, posters for the campaign, information sessions
destined for all employees.
o An explanatory sheet about the advantages of self-identification, included
in the survey.

Specify the confidential aspect of the survey to the employees by identifying,
among other things, who will have access to it.

Targeted follow-ups with members of designated groups, that we believe have
not self-identified themselves, can be undertaken either by the person
responsible for employment equity, by someone else from human resources or a
union representative.

The use of an external consultant for the survey could be at times beneficial.

When undergoing a targeted staffing process, self-identification becomes an
essential requirement alongside academic requirements linked to the job.

In a regular staffing process, if we decide to ultimately use the organisational
need linked to employment equity as a criteria, it is possible to have the person
responsible for employment equity and who has access to the results of the selfidentification survey verify if there are candidates that fulfill this criterion in the
final selection. This person can request additional proof that the candidate does
indeed belong to a designated group when it is not visible.
Useful Links
Human Rights Legislation and the Charter : A Comparative Guide
http://dsp-psd.pwgsc.gc.ca/Collection-R/LoPBdP/MR/mr102-e.htm
Guide to Screening and Selection in Employment :
http://www.chrc-ccdp.ca/publications/screening_employment-en.asp?lang_update=1
Employment Equity
Frequently asked questions about Employment Equity:
http://www.chrc-ccdp.ca/publications/ee_faq_ee-en.asp?lang_update=1
Employment equity compliance program :
http://www.chrc-ccdp.ca/publications/eecp_sheet_pceme-en.asp?lang_update=1
Employment Systems Review – Guide to the Audit Process :
http://www.chrc-ccdp.ca/publications/system_review_toc-en.asp?lang_update=1
Duty to Accommodate
CHRC – Information pamphlet – Duty to Accommodate
http://www.chrc-ccdp.ca/preventing_discrimination/duty_obligation-en.asp?lang_update=1
Human Rights and the Return to Work
http://www.chrc-ccdp.ca/research_program_recherche/rtw_rat/toc_tdm-en.asp?lang_update=1
A Guide for Managing the Return to Work
http://www.chrc-ccdp.ca/publications/gmrw_ggrt/toc_tdm-en.asp?lang_update=1
CHRC – FAQ – Duty to Accommodate
http://www.chrc-ccdp.ca/preventing_discrimination/toc_tdm-en.asp?lang_update=1
A Place for All : A Guide for Creating an Inclusive Workplace
http://www.chrc-ccdp.ca/discrimination/apfa_uppt/toc_tdm-en.asp?lang_update=1
Policy on the Duty to Accommodate Persons with Disabilities in the Federal Public Service
http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12541
Legislation
Canadian Human Rights Act
http://laws.justice.gc.ca/en/showdoc/cs/h-6/bo-ga:s_1::bo-ga:s_2//en?page=1
Employment Equity Act
http://laws.justice.gc.ca/en/showdoc/cs/E-5.401/bo-ga:s_1::bo-ga:s_2//en?page=1
Balancing Conflicting Rights : Towards an Analytical Framework
http://www.ohrc.on.ca/en/resources/discussion_consultation/balancingrights
Links specific to the First Nations:
Governmental Links
Indian and Northern Affairs Canada
http://www.ainc-inac.gc.ca/index-eng.asp
Fifty Percent Aboriginal Hiring Policy :
http://www.ainc-inac.gc.ca/emp/ae/hir-eng.asp
Aboriginal Workforce Participation Initiative (AWPI)
http://www.ainc-inac.gc.ca/emp/ae/awp/index-eng.asp
First Nation Profiles
http://pse5-esd5.ainc-inac.gc.ca/fnp/
Aboriginal Canada Portal / General programs and services
http://www.autochtonesaucanada.gc.ca/acp/site.nsf/en/ao31171.html
Aboriginal Canada Portal / Aboriginal Job Centre
http://www.aboriginalcanada.gc.ca/abdt/apps/aboriginalemployment.nsf/pSiteHomeEn?openpag
e
Service Canada / Services for Aboriginal Peoples
http://www.servicecanada.gc.ca/eng/audiences/aboriginal/employment.shtml
First Nations and Inuit Youth Employment Strategy
http://www.ainc-inac.gc.ca/edu/ep/ys/index-eng.asp
National Council of Aboriginal Federal Employees (NCAFE)
http://www.ncafe-cnefa.gc.ca/site/text/index-e.html
The Committee for the Advancement of Native Employment
http://www.ainc-inac.gc.ca/emp/ae/cne-eng.asp
Links to Aboriginal Organizations
Regional Katimavik Administration
Programs from Employment and Training, Income Support, and Child
http://www.krg.ca/en/programs.htm
Assembly of the First Nations of Quebec and Labrador
http://www.apnql-afnql.com
First Nations Human Resources Development Commission of Quebec
http://www.cdrhpnq.qc.ca
First Nations Educational Council
http://www.cepn-fnec.com/accueil_e.aspx
Grand Concil of the Crees (Eeyou Istchee), Cree Human Resources Development
http://gcc.ca/cra/chrd.php
Institut culturel et éducatif Montagnais (only available in French)
http://www.icem.ca/icem/
Timiskaming First Nation
Algonquin Nation Human Resources and Sustainable Development Corporation
http://www.timiskamingfirstnation.ca/home.htm