Aboriginal Employment Strategy. UPDATE December 12, 2013

Transcription

1 Aboriginal Employment Strategy UPDATE December 12, 2013

2 Focus Areas for the Development of the Strategy The research process is an ongoing cycle to learn from others and review our own practices. Three key areas were focused on to guide the development of the strategy: 1. Consultation with the community, Aboriginal Affairs Committee and City staff that either provides services to the Aboriginal Community or are involved in the hiring for their Division, Commission or Board. 2. Inward review of policies and current outreach practices through the hiring process. 3. Outward review of best practices in both public and private sector organizations.

3 Key Best Practices Most employers demonstrate their commitment through some form of Strategy, or Statement of Commitment that touches on employment as a priority area. That may be an Urban Aboriginal Strategy or Aboriginal Youth Strategy, as well as a Diversity and Inclusion Strategy. Having an Aboriginal Employee Network that can promote the employer and help advise and create pathways to employment or career development. Having a dedicated Aboriginal Outreach Consultant, who can engage and develop networks in the community and give the organization credibility as an employer of choice within the community. Dedicated outreach and partnerships with the community, that lead to the development of programs and employment.

4 Focus Groups Internal Participants Municipal Licensing & Standards Emergency Medical Services Toronto Building Social Development, Finance & Administration Toronto Employment and Social Services Shelter, Support and Housing Administration Human Resources Toronto Police Services Toronto Transit Commission Long Term Care Homes and Services Community Organizations Native Women's Resource Centre Toronto Aboriginal Support Services Council Miziwe Biik Native Men's Residence Toronto Council Fire Nishnawbe Homes Ryerson University

5 Community and Staff Groups: Summary of Perceived Barriers institutional racism informal hiring practices Lack of knowledge about Aboriginal issues among TPS staff Lack of TPS staff training on Aboriginal issue City focuses more on credentials than life experience Unstated barrier most participants in both groups were unaware of any Aboriginal focused activity taking place at the City Partnerships between community agencies and government are not strong enough Collective Agreements Aboriginal applicants are expected to change to fit the City but City not flexible

6 Focus Groups: Summary of Recommendations An Aboriginal staff including in Human Resources Division to oversee implementation of strategy and advocate for hiring of Aboriginal persons Staff training and education on Aboriginal issues Include self-identification questions for job applicants Targeted hiring of Aboriginal people to meet representation goals Communications about City s Aboriginal focused initiatives Stronger partnerships between community agencies and government are needed

7 Recommendations Continued.. Create Aboriginal focused programs and activities to support implementation of strategy including: policies; employment programs such as mentoring, training and internship; Aboriginal employee network; bursaries; employment bridging programs; outreach. targeted hiring of Aboriginal people in Special Programs as defined by the Ontario Human Rights Code; and data collection and reporting as key to an employment strategy; Urban Fellows type program; rotational program. Improve partnership between TESS and Aboriginal agencies to be more consultative rather than information sharing from City to agencies More co-ordination between corporate HR and divisional HR to ensure practices are consistent Visibility of senior HR staff in the community (e.g at Job fairs, community events) Work more closely with unions to hire and retain Aboriginal identified employees

8 Four Components of Strategy Employment Outreach Education Retention and Development: Internal Programs

9 Employment Objective: To develop employment programs and activities aligned with City of Toronto strategic workforce objectives to ensure Aboriginal people are hired at all levels. ACTION/TIMELINE Identify opportunities to develop "Special Programs" -as defined by the Ontario Human Rights Code- for Toronto Aboriginal residents and city staff that result in City of Toronto employment opportunities. These may include but are not limited to designated opportunities in existing employment programs (eg. Gateway programs such as Urban Fellows, paid internships, targeted hiring etc. 2 nd quarter 2014 Investigate the feasibility of Special Programs -as defined by the Human Rights Code- for training or accreditation for Aboriginal residents to meet qualifications for specific City of Toronto jobs. Training my include skill training for specific roles, apprenticeships or funding to receive professional accreditation for City jobs 2015 Through the City of Toronto budget process, identify potential funding opportunities for a dedicated position in Human Resources for an Aboriginal employee to do outreach and accessibility through information sharing with the Aboriginal community. 4 th quarter 2014

10 Outreach Objective: Collaborate with Aboriginal employment agencies and agencies serving the Aboriginal population to strengthen existing outreach activities to connect Toronto s Aboriginal communities to City jobs. ACTION/TIMELINE Dedicate specific vacancies for Aboriginal applicants as a Special Program according to the Human Rights Code and promote these positions at Aboriginal Employment events. Consider adapting a model similar to Partnership to Advance Youth Employment (PAYE) Increase senior staff attendance at Aboriginal community events and job fairs to demonstrate the City s commitment to Aboriginal communities and staff. ongoing Educate Aboriginal agency staff about City hiring practices to assist them in providing supports to their clients Broaden and deepen the number of partnerships with Aboriginal agencies and agencies serving Aboriginal populations to assist with recruitment and retention strategies. 2014

11 Education Objective: Create learning opportunities for City staff about the history of the relationship between Canada and its Aboriginal residents and current day impacts as it relates to the municipality of Toronto. ACTION/TIMELINE Create training programs for the Toronto Public Service to learn about Aboriginal issues from the perspective of Aboriginal elders and residents in Toronto. Q2 & Develop and implement a communications strategy to inform City of Toronto senior management and all staff about the Aboriginal Employment strategy and its accompanying actions. Division Heads and hiring managers are accountable for implementation of the actions with leadership provided by the Human Resources and Equity, Diversity & Human Rights divisions. Q1 2014

12 Retention and Development: Internal Programs Objective: Embed an Aboriginal focus in all City of Toronto employment programs to attract and retain skilled, high performing employees. ACTION/Timeline Establish Retention and professional development Programs for Aboriginal employees that may include: Aboriginal Employee network: An employee initiated and led network mandated to implement programs and activities that are aligned with the City s strategic objectives. The network s activities will be supported through the Equity, Diversity and Human Rights Division and will report to senior management through an executive champion selected by the network; New Aboriginal specific professional development programs (e.g. mentoring, job rotations etc); Embed an Aboriginal focus on existing professional development programs (e.g : Webinars, Classroom, e-learning tools as well as Urban Fellows, Management and Executive Development programs.