|
- Terms of reference -
Note: These guidelines were developed during a three-day
workshop of the Treasury Board Secretariat Consultation Committee for
Aboriginal Peoples, held in mid-February 1999, which was supported
financially by the Treasury Board Employment Equity Positive Measures
Program (EEPMP) Intervention Fund.
BACKGROUND
In 1996, the Employment Equity Division of TBS assessed the need for the design of an
Aboriginal Career Strategy which would facilitate and support the lateral
transfer/deployment, assignment and training/career counselling for Aboriginal employees
across all occupational groups and levels in the National Capital Region (NCR) and other
regions.
The requirement for the development of this strategy was based on several important
factors:
- the under-representation in terms of numbers in departments, and levels in various
occupational groups of Aboriginal people in the Public Service;
- the need to improve the retention rate of Aboriginal people in the Public Service;
- the need to ensure that the career development needs of individual Aboriginal
employees are being effectively managed, and
- the need to respond to recommendations made by the Aboriginal Consultation Group on
Employment Equity and by participants who attended the Federal Public Service Aboriginal
Employees' Conference in support of a project of this nature,
The findings of the "Report of the Needs Analysis for the Design of a Career
Development Program for Aboriginal Employees in the Public Service
Capital Region" support the necessity of designing and implementing this type of
strategy. For example, the survey has shown that:
- There are approximately 1,167 Aboriginal employees in the NCR, which represents 24.4% of
the total Aboriginal population in the federal Public Service (FPS). Aboriginal employees
represent only 1.8% of the FPS workforce in the NCR compared to 2.3% nationally;
- Most Aboriginal employees are concentrated in the Administrative Support category
and the lower levels of the various occupational groups. Approximately 65% of Aboriginal
employees in NCR have completed college or university education;
- There were 2,620 female Aboriginal employees in the federal public service,
representing 58% of all Aboriginal employees. Eighty one percent of female Aboriginal
employees were employed in two occupational categories (Administrative Support and
Administration and Foreign Services). The ratio for all women in these two categories was
83%;
- The retention rate of Aboriginal employees in the Public Service continues to be a
serious issue as significant numbers of Aboriginal people leave the federal Public
Service.
- At this time, there are no programs specifically designed to meet the career needs
of Aboriginal employees in the government. Existing training and career development
programs are geared toward recruitment or focused on higher-level positions rather than on
the development of employees at all levels.
- Aboriginal employees feel that they did not have departmental assistance with career
planning/development to address their needs
To address these concerns, now is an opportune time to create a horizontal approach to
career strategies for Aboriginal employees. Most federal departments are facing similar
challenges with respect to recruiting, retaining, developing and promoting Aboriginal
employees. There is a clear requirement to provide advice and guidance to
departments/agencies to improve career and employment opportunities for Aboriginal
employees. Acknowledgement of the needs and concerns of Aboriginal employees is essential
for the creation of a responsive and supportive work environment.
As a result the Employment Equity Division of TBS, The "La Relève - Task
Force", the Public Service Commission and various departments agree to work in
horizontal partnerships to design an Aboriginal Career Strategy and implement an
interdepartmental structure to support Aboriginal career development in the Public
Service, starting with a pilot project in the NCR and possibly a region.
It is anticipated that this Strategy will motivate, develop and improve the retention
rate of Aboriginal employees in the Public Service and pave the way for corporate cultural
change by promoting interdepartmental cooperation and partnerships.
The following section provides an overview of the components for the development of the
Aboriginal Career Strategy.
COMPONENTS FOR THE DEVELOPMENT OF THE ABORIGINAL CAREER STRATEGY
MANDATE:
The purpose of the Aboriginal Career Strategy is to organize, facilitate, support and
monitor the career development of Aboriginal employees at all levels in the Federal Public
Service initially in the NCR through existing or new departmental/agency career and
assignment services, developmental programs and training opportunities.
OBJECTIVES:
- To provide Aboriginal employees with: opportunities for interdepartmental
developmental assignments via bridging programs, job exchanges, middle management
development and the development to the executive feeder groups; and, training and
development opportunities, mentoring and networking to help develop their skills and
enhance their working experience; and to increase the potential for members of this
designated group to qualify for higher level positions;
- To assist Aboriginal employees in developing and enhancing core competencies and
transferable skills;
- To develop an action plan to address identified concerns of Aboriginal employees.
IMPLEMENTATION:
One or two departments will Iead the Aboriginal Career Strategy initiative and will be
supported by TBS and PSC; secretariat services will be provided by TBS.
The Interdepartmental Career Consortium Committee (ICCC) will be chaired by an ADM. Members will include
senior departmental officials at the Assistant Deputy Minister and Director General level from various departments such as National
Defence, Canadian Heritage, Health Canada, Public Works and Government Services
Canada, the Department of Indian Affairs and Northern Development, Revenue Canada,
Correctional Services, Human Resources Development Canada, Treasury Board Secretariat, Public Service Canada, Natural Resources Canada, etc. Representative(s) of the Aboriginal Consultation Committee on Employment Equity and TBS will also be
member of the ICCO and will provide advice and orientation to the committee.
The members of the ICCC will, as equal partners of the Consortium, agree to:
- articulate the vision of the Aboriginal Career Strategy initiative;
- develop an action plan to implement the vision;
- provide leadership, direction, and monitor the implementation of the action plan;
- maximize results by sharing resources, costs, facilities and allowing for access to
interdepartmental training courses;
- provide expertise within departments to support and enhance the development of all
Aboriginal employees;
- identify interdepartmental developmental opportunities, training, assignments,
mentoring, education, and program participation;
- identify the tools to enhance the project;
- promote the need for organisational culture change that supports a comfortable,
non-threatening (work) environment where Aboriginal employees feel free to discuss
personal development issues with those who are culturally sensitive, accepting, and
responsive;
- consult with other stakeholders.
KEY DELIVERABLES:
A. Short- Term (December 1999)
- Establishment of an action plan, identifying stakeholders, parameters, funding,
timeframes, responsibilities and expected deliverables, research best practices;
- identification of the types of training that will promote harmony in the workplace
and maximize the diversity of skills that are available through a representative
workforce;
- the development of an Aboriginal Career unit which will be the focal point for much
of the operational aspects of this initiative;
- design career counselling modules which specifically address the needs of Aboriginal
employees;
- creation of or use existing learning centre(s) open to all employees;
- consultations with Aboriginal employees, community organizations and departments;
- use existing or develop mentoring programs that can accommodate the individual needs
and circumstances of Aboriginal employees;
- create an interdepartmental aboriginal human resource inventory bank from which:
- departments could identify Aboriginal employees for deployments, assignments, etc.
- Aboriginal employees could identify their career plans, and their short- and
long-term training and development needs.
- NCR HR planning exercise to identify forecasted vacancies over the next year and to
commit to targeting a significant percentage.
- to monitor the short term deliverables in December 1999 and take appropriate action
as well as to develop an action plan for 2000.
B. Long-Term (by 2001)
By March 31, 2001, evaluation of the Aboriginal Career Strategy Initiative.
|
