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Aboriginal Workplace Inclusion Learning System ~ Products and Services Preview for 2011-2012 . The Presentation Today…. Working with you…. Product and service solutions in four areas of the workplace Peer learning Climbing the Inclusion Continuum Practical steps.
Products and Services Preview for 2011-2012
Inclusion embraced as the cultural norm
Inclusion as a catalyst for growth
Inclusion nurtured as core competency
Inclusion as a business imperative
Inclusion as public relations
Inclusion as forced compliance
Inclusion is not on the radar screen
Building an Inclusive Workplace
Example: Initiation Stage for the Human Resource Area of the Workplace
Getting Leadership Buy-in…
Focus of the Assessment ToolsWhat are workplaces doing to Help Aboriginal people to succeed in the workplace? Four examples…
Our organization sets and monitors specific goals set for Aboriginal hiring.
A thorough business case has been developed by our organization to promote Aboriginal Inclusion in our work place.
There is a strong alignment between our organization’s Aboriginal Inclusion Strategy (AIS) and our organization’s corporate social responsibility and/or environmental goals.
Our organization has developed formal guidelines or a policy for diversity.
Our organization’s leadership has identified “mission critical” positions for Aboriginal people to fill so that our workplace inclusion strategy can gain the traction we are looking to achieve.
Our organization has established structures such as a foundation or community investment unit to make decisions on Aboriginal investments using a sound decision framework.
Our organization doesn't track whether it purchases from Aboriginal businesses.
Our organization uses our business and partner network to identify potential Aboriginal suppliers.
Our organization encourages Non-Aboriginal suppliers to partner with Aboriginal businesses in effort to give Aboriginal suppliers increased business opportunities.
Our organization consults with Aboriginal groups and or employees on ways to improve communication to support an inclusive environment.
Our organization’s Code of Behaviour (formal or informal) insists that employees use language that is respectful, inclusive and free of stereotypes.
Our organization stays abreast of Aboriginal current affairs by subscribing to Aboriginal print media such as newspapers or receives regular updates through electronic feeds.
Companies that adopt inclusion do so for a variety of reasons and are motivated by performance issues, external pressures or other reasons.
Low score - your organization has a ways to go to develop the skills, practices and behaviours needed to realize the full benefits of an inclusive workplace.
Lower mid-range - you are getting started and have successfully initiated some pivotal activities or practices which are achieving some results in some parts of your organization.
Mid-range score - you are starting to attain new plateaus with inclusion, though related practices and behaviours are still not widespread throughout the workplace.
Upper end score - you are starting to achieve success with some or your strategies and practices and beginning to embed these into your organization. Management and staff report positive impacts and performance on inclusive workplace practices.
High score - you are a champion of inclusion and have established best practices, policies and strategies which make your workplace a highly rewarding place to work. As a result you are able to attract the best talent, giving you a competitive edge. Your organization continues to transform in many positive ways
The challenge for large organizations – public and private alike, is to adopt the suggested strategies, practices and behaviours which must be “mastered” at each level of the seven inclusion continuum, gradually embedding inclusion throughout the workplace.
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