Manitoba Hydro currently offers several ongoing initiatives
designed to foster successful careers for Aboriginal employees,
including pre-project and on-the-job training programs, preferential
hiring practices on northern jobs and pre-placement
opportunities in line and electrical trades training.
“We require a tremendous amount of labour, products
and services as we maintain and build Manitoba’s electrical
and natural gas infrastructure,” said Powell. “Engaging
Indigenous communities in a positive way is vital to enhancing
working relationships.”
Connections and culture
Everyone who spoke with Piling Canada agreed that the first
step in launching a successful Aboriginal hiring initiative is
establishing a solid partnership with local communities.
“One of the biggest mistakes is when companies come in
and don’t involve the local people,” said Strong. “It’s imperative
that the leadership of the region is notified that you have
opportunities for local people. Consult with them so they
know you’re there with intentions of bringing some wealth to
the region. That’s important; to achieve success in building
capacity, it’s important to start by developing a relationship.”
Once that connection has been established, it’s time to
work with leaders and other organizations to find, recruit
and train qualified applicants.
“We don’t want to hire people and then lose them; we
want to set them up to be successful,” said Sparks, who
recommended going through the Aboriginal Skills and
Employment Training Strategy (ASETS) program to find local
organizations that can connect employers with Aboriginal
youth looking for work.
On-the-job training is often provided by contractors,
although Powell says that Manitoba Hydro has also worked
with local communities to implement more extensive preproject
training for the local labour force.
“Education is one of the things Points Athabasca stands
behind,” agreed Strong. “It’s no longer the way it was in the
old days where you were competing against your neighbouring
community. No, you are competing against the
whole world now. You’ve got to be at the top of your game.”
Contractors who plan to hire Aboriginal workers, especially
in the north, must also realize that some unique
cultural considerations will be at play.
“Aboriginal people in remote areas have a different lifestyle
than in urban centres,” said Strong. “For example, for
a couple of weeks in July, everything in the Athabasca communities
shuts down and it’s pretty hard to get anything
done. And Aboriginal people often have a different concept
of family – so sometimes a death in the family will not be
what companies would consider a close relative, but in their
culture, is someone very close to that person.”
Caribou hunting season and harvest gathering times are
other occasions when workers may need time off. Strong
advised employers to be upfront about discussing time
away from work.
“Ask workers in advance when they feel they will need
some time off, and maybe work out some paid and unpaid
absences,” he said.
Achieving excellence
Strong believes each and every one of Canada’s Aboriginal
workers has the ability to achieve excellence – it’s just
a matter of giving them the tools they need to realize
their potential.
“We can be the best in the world; we really can,” he
concluded enthusiastically. “The Mohawks are famous for
being the best ironworkers, fearless and agile. I fully expect
and promote that as we develop our Aboriginal workforce,
people will come back and say ‘I want those guys, they’re
the best.’”
FEATURE
“One of the biggest
mistakes is when
companies come in
and don’t involve the
local people…That’s
important; to achieve
success in building
capacity, it’s important
to start by developing a
relationship.”
– Glen Strong, Points Athabasca
Skills developed on the job site are transferable back to Aboriginal communities
POINTS ATHABASCA 24 Q3 2016 www.pilingcanada.ca
/www.pilingcanada.ca
/www.pilingcanada.ca
