TITLE: Yukon Aboriginal Employment Initiative

Transcription

1 This case was written by Rocky J. Dwyer for the purpose of entering the 2000 Aboriginal Management Case Writing Competition. TITLE: Yukon Aboriginal Employment Initiative Yukon Aboriginal Employment Initiative In this case study, you are a senior consultant with the Yukon Council of Indians. The Chair of the Council has requested you to review and evaluate The Brookfield Corporation's Yukon Aboriginal Employment Plan, and present your findings and recommendations regarding the feasibility of the plan to his colleagues on Council at a meeting scheduled for the end of week. Introduction & Background Information The Brookfield Corporation (TBC) is a publicly traded two billion dollar application development, outsourcing and integration services firm headquartered in Gander, Newfoundland. The company helps Fortune I 000 corporations, government agencies, and healthcare institutions achieve their business objectives through application development, application outsourcing, e-commerce security, help-desk technical support, and healthcare software solutions. Since the I 990s, Brookfield has more than quadrupled in size. In addition, it has been recognized as a well managed company and strong financial performer by Fortune, Forbes, and Investor's Business Daily. The company has about 3500 employees. Almost three-quarters of the employees work in Newfoundland, with the remainder located in the Yukon Territory. TBC has about 850 employees at its Yukon operation, 5 percent of whom are of Aboriginal ancestry. Historical Context Past experiences with TBC have often been viewed by Aboriginal people as negative, both in ten-ns of employment opportunities and employment development. In a keynote address to the Empire Club in Toronto in May 1999, TBC Chairman Jackson Brown described the legacy of past TBC actions with regards to Aboriginal peoples as follows: Many First Nations Peoples in the Yukon have been victims of past practices, which, while strictly legal at the time... were also unfair, unfeeling, uncaring and institutionally discriminatory. TBC now realizes that to forge enduring and mutually beneficial partnerships with Yukon First Nations we must admit to this fact and work in partnership to move forward. In late 1999, TBC made a Board level commitment to address both of these issues and ensure that the corporation's strategic focus and direction in its relations with Yukon First Nations reflected their concerns. As a part of this commitment, the Board of Directors

2 endorsed a Yukon Aboriginal Employment Plan to ensure TBC would assist in facilitating the training and professional development of the Yukon Indian People so that they would have access to Brookfield employment opportunities, with particular emphasis on increasing over a reasonable period of time, the number of Yukon Indian People in technical, managerial and professional positions within Brookfield Corporation. 1.0 INTRODUCTION This is the Strategic Plan for the Yukon Aboriginal Employment Plan (YAEP) of The Brookfield Corporation (TBC) Yukon Region. The YAEP strategic plan is simply an agreed-upon road map for The Brookfield Corporation; and, specifically the senior management team of TBC in the Yukon Region to know where it is going, what needs to done along the way, and the timing of those actions. This strategic plan should be referred to regularly to ensure the region stays on course, reviews it's accomplishments, and adjusts the strategy as necessary. 2.0 VALUES The Brookfield Corporation strives for service excellence by understanding our clients needs and by responding with solutions that are both innovative and flexible. Our clients are our colleagues. Together we preserve fairness and integrity, and support First Nations and The Brookfield Corporation goals and objectives. We are sensitive to our clients needs and are committed to the highest standards of service excellence including accessibility, responsiveness and fairness. We are a team, working together with mutual respect and cooperation. We communicate openly, encourage professionalism and value diversity. 3.0 MISSION STATEMENT To deliver valued services that will enable The Brookfield Corporation and Yukon First Nations to achieve their employment equity objectives. 4.0 GUIDING PRINCIPLES The Brookfield Corporation has defined a set of principles to guide the establishment and delivery of it's Yukon Aboriginal Employment Plan. 4.1 The Brookfield Corporation's employees of the Yukon should be representative of the people of the Yukon. A cornerstone of the Employment Opportunities & Employment Development Accord (Axticle 1), principle has strong Board support. The Accord provides that "Where Brookfield Corporation (TBC) employment opportunities exist, TBC shall assist in facilitating the training and professional development of the Yukon Indian People so that they will have access to such employment opportunities, with particular emphasis on increasing over a reasonable period of time, the number of Yukon Indian People in

3 technical, managerial and professional positions within TBC." In practical ten-ns, TBC has established a goal of 24.8 percent Aboriginal employment rate within four years. Through consultation and partnerships with First Nations, TBC will help ensure that it's programs, services and policies reflect the priorities of the First Nations population and their unique cultural and development circumstances. 4.2 Brookfield should be sensitive to the culture, language and values of the First Nations population, while respecting Canadian norms of business TBC is to be representative, not only from a quantitative perspective, but also from a qualitative point of view. The development of the TBC should reflect TBC's and First Nations's vision for the Yukon by fostering community pride and initiative. The human resource development initiatives will have many unique features which prepare individuals to relate to local needs and priorities, and that they are delivered in a manner that is culturally sensitive. The approaches to training must have both meaning and value within an Aboriginal cultural context. The impact of training should be measured not only in relation to quantitative outputs, such as the number of programs, courses and graduates, but also in qualitative terms, such as stability, responsiveness and relevancy. Much of the training required will break new ground. Management and public administration theory and practice have to be adapted to blend with Aboriginal characteristics and the unique challenges of operating in a geographic isolated region. 4.3 There should be equal opportunities for men and women in all education and training initiatives for Yukon First Nations residents. Since gender equity is a principle that TBC endorses, it should be applied to education and training initiatives established for the benefit of Yukon First Nations residents. 4.4 The Brookfield Corporation, Aboriginal organizations and agencies must cooperate and coordinate their efforts and maintain an open dialogue with Yukon communities in order to prepare First Nation residents for employment within TBC and to achieve a representative workforce. The magnitude of training and development needed to attain a representative workforce requires that TBC, Aboriginal organizations and agencies combine their resources in cooperative coordinated fashion. Training services must show flexibility with regard to entry requirements to accommodate some Yukon residents. Training and educations services need to be innovative to overcome distance, isolation and other common barriers to further education and training.

4 4.5 The development and training of The Brookfield Corporation's workforce must build on the strengths and competencies of Yukon residents and institutions. First Nations residents have a wealth of knowledge and experience suited to TBC work. Many have a vast knowledge of the region, their communities and culture. Many residents over 15 years of age who are not in school have marketable skills and work experience. Yukon institutions, such as Yukon College, offer an increasing number of training and developmental programs. The Yukon College has programs in place that are sensitive to the needs and leaming styles of Yukon residents and are reasonably responsive to labour market demands. For efficiency and effectiveness and to sustain training, Yukon organizations and institutions must play a lead role in the development of TBC's human resource base. It is necessary to support these organizations and institutions so that they can respond to TBC's ongoing requirements for training and development. 4.6 Education and training to provide qualified labour for TBC must be seen as ongoing and part of a long-term developmental process, and education and training programs must be accredited wherever possible. Developing TBC's human resources will never end. Training and professional development is not simply a stop-gap measure designed to meet quotas or employment targets. Training must be linked to the development and recognition of individual life skills and local capacity. Capacity building must be a central component of the YAEP development strategy for incremental assistance to ensure greater local employment and self-reliance over the long term. 4.7 Education and training programs and initiatives should be delivered where possible in the Yukon. Given the difficulties and expense of transporting individuals and their families in order to participate in training, it is important to expend every effort to accommodate participants in the Yukon. Regional delivery and distance education are but two alternative delivery methods which can be used to allow participants to remain in social and geographic surroundings that provide the greatest level of comfort for the participants. 5.0 OBJECTIVE The objective of the YAEP is to outline specific measures that are targeted towards increasing the participation of Aboriginal people employed within Brookfield offices in the Yukon Territory to be representative of the Aboriginal population in the Yukon Territory for the 4 year planning period 2xxx - 2xxx.

5 NOTE: Representative refers to the percent representation of Aboriginal people in the general population of the Yukon Territory and Aboriginal employment within TBC is reflected across all groups and levels. 6.0 YAEP STRATEGIC THRUSTS Actions will be taken during the next four (4) years (2xxx - 2xxx) in relation to four key areas: organizing for success; positioning TBC as the employer of choice in the Yukon Territory; having the best people; and putting good management information services in place. 6.1 ORGANIZING FOR SUCCESS TBC's Yukon Regional organization is downsizing and changed over the past. However, looking ahead, we need to put in place a new organization, one that focuses on meeting First Nations needs, puts the right people in the right positions, open lines of communications and has a strong commitment to ongoing improvement. GOAL: TBC's new Yukon organization will reflect First Nations needs, improve accountability and ensure that TBC can move ahead to achieve its ideal future. ACTIONS TO BE TAKEN a review and analysis of devolution and downsizing activity in TBC's regional operations in the Yukon Territory related to the attainment and implementation of the YAEP; a new organization structure for the Yukon Region will be developed and implemented beginning February 2xxx; a new Yukon Aboriginal Workforce Initiative (AWPI) and network will be implemented beginning April 2xxx; and new communications strategies will be implemented to ensure that First Nations and staff throughout the organization are well informed of new program developments and involved in plans for the future. First Nations and staff surveys, reorganization committees and other avenues of communication will be put in place to ensure there are appropriate vehicles for ongoing feedback and monitoring of First Nations and staff issues. Regular surveys of First Nations and staff will begin April 2xxx. administrative procedures and policies will be reviewed and changes to existing procedures and policies recormnended in order to improve TBC's ability to meet First Nations needs. EXPECTED OUTCOMES a First Nations-focussed organization which responds to the needs of First Nations and delivers excellent services in a timely and proficient manner; communication of clear, consistent and reliable information to Yukon First Nations and all staff of TBC's Yukon regional operations; an efficient organization with open lines of communication and the ability to follow through on the YAEP with clear, deliberate and timely actions; and higher morale, pride and satisfaction among First Nations employees.

6 PERFORMANCE MEASURES First Nations satisfaction as measured by annual surveys; staff surveys results showing continuous improvements; and other specific measures to be developed in consultation with First Nations and Yukon regional employees 6.2 THE EMPLOYER OF CHOICE To position TBC as the employer of choice in the Yukon, it is essential to establish a strong positive organizational image for Brookfield. GOAL: TO POSITION BROOKFIELD AS THE EMPLOYER OF CHOICE. ACTIONS TO BE TAKEN conduct research to identify existing and future First Nations needs as well as the overall perceptions of First Nations about TBC starting in January 2xxx; implement a high profile, external program to re-position the image of Brookfield as a employer of choice and to provide an umbrella for future communications and initiatives, beginning in April 2000; and identify and implement specific strategies in each of the business areas. EXPECTED RESULTS Yukon First Nations have a new perception about TBC as a leading organization and the employer of choice; First Nations understand that things are changing at TBC and the change includes a strong First Nations focus, providing employment opportunities and employment development programs that meet First Nations' needs; and TBC has ongoing information about First Nations' expectations. PERFORMANCE MEASURES Performance measures will be developed. These measures will reflect the same standards as other comparable organizations. The Yukon Senior Management Committee in consultation with First Nations will review and approve the measures by June 2xxx. 6.3 THE BEST PEOPLE People are critical to the success of YAEP. It is essential for the Yukon region to be able to keep, attract and recruit the best people. Action is needed in two critical areas: benefits and training /development. GOAL: To attract and retain the best employees and managers and to ensure that they are well-trained and focused on meeting First Nation needs. ACTIONS TO BE TAKEN a review and analysis of Yukon demographics with a particular emphasis on the Aboriginal population which includes education, unemployment, labour demand and

7 supply and other relevant information which support or impact the development, implementation and attainment of the YAEP by January 31, 2xxx; a review of current TBC policies and practices which support the recruitment, development, promotion and retention of new recruits and current Aboriginal employees by 31 January 2xxx; research and consider other forms of benefits for employees including job sharing, compressed work weeks, tele-work, income-averaging and wellness programs based on discussions with First Nations; establish a employee steering committee by February 2xxx; and identify the skills needed by employees and put the necessary training programs in place; an employee skills inventory will be complete by March 31, 2xxx; identify and develop pre-employment training / development initiatives and partnerships which increase career opportunities and professional / technical training for TBC employees and Aboriginal people in the Yukon; and develop/implement internal and external monitoring and accountability frameworks. EXPECTED RESULTS Ability to recruit and retain qualified Aboriginal people, specifically: TBC anticipates staffing a minimum of 23 positions in the Yukon with Aboriginal incumbents. The current projections are for a total of ten (IO ), positions in 2xxx/2xxx, six (6) positions in 2xxx/2xxx, six (6) positions in 2xxx/2xxx; six (6) positions in 2xxx/2xxx and six (6) positions in 2xxx/2xxx. It is forecast that two (2) positions will be at the Executive/Management level, nineteen (I 9) positions will be at the supervisory level, six (12) at the technical and two (2) will be in the administrative and clerical support occupational group. enthusiastic, knowledgeable and competent employees; a progressive benefits program that respects First Nations cultural values, is flexible and fair to employees; improved Human Resources practices, policies and programs; and enhanced partnerships with First Nations, public sector organizations, private sector businesses and education institutions. PERFORMANCE MEASURES tracking the number of days of training / development per year per employee; effectiveness of training / developmental programs in improving the qualifications of Yukon Aboriginal people and TBC employees; a percentage change in the turn-over rate of Aboriginal employees percentage increase in the number of Aboriginal applicants seeking employment with TBC; & percentage increase in the number of Aboriginal applicants qualified in the selection process; percentage increase in the number of Aboriginal people appointed to permanent, full-time positions throughout TBC Yukon regional operations; and comparison between YAEP recruitment goals and actual recruitment results. 6.4 MANAGEMENT INFORMATION SYSTEMS

8 As we move ahead, information for the YAEP and the impact of key decisions and strategies will be critical to TBCs success. We need information that's timely, accurate, easy to understand and that helps senior management make better decisions in the future. GOAL: To have timely, accurate actionable and well understood information to help the Yukon's Senior Management Team in making good decisions and to manage results against the YAEP. ACTIONS TO BE TAKEN review information needs and systems in place; involve management and First Nations in establishing a prototype reporting system(s); provide First Nations with on-line TBC applicant inventory access by January 31, 2xxx provide effective training programs to ensure First Nation and TBC staff can make the best use of information systems. Training should be in place by December 30, 2xxx. PERFORMANCE MEASURES Performance measures will be developed. These measures will reflect the same standards as other comparable government organizations. The Yukon Senior Management committee in consultation with First Nations will review and approve the measures by December 2xxx. 7.0 NEXT STEPS Like so many strategies, this one is a starting point. TBC is at a crossroads... firmly grounded in its strong traditions of the past but also poised to take a new direction for the future. This strategic plan provides a framework for actions that will be taken over the coming months. Next year's business plan will reflect the work done this year, but also will build the ideas, experiences and aspirations of management, employees and First Nations. This is an exciting time in Brookfield' s history. A time of change. A time of new beginnings. Our target is to achieve 24.8 percent Aboriginal representation over the next four years. There will be short term costs as we move to restructure and re-position TBC as the employer of choice. However, the longer term benefits are a diverse and representative workforce well prepared for the future. TBC has a proud tradition in the Yukon, we are a part of the fabric of the territory-determined to shape its future. TBC puts the First Nation communities and Aboriginal people first.