- How-To-Guide
- Section 1: Making the Most of This Toolkit
- Section 2: Drawing the Blueprint for an Aboriginal Employment Initiative
- 1. See a Gap or Opportunity
- 2. Find Partners
- 3. Assess the Labour Situation
- 4. Decide on an Approach
- 5. Involve Others as Needed
- 6. Define Success
- 7. Make an Agreement
- Some Special Considerations – and Case Studies
- Models of Success – In Urban Centres – Trade Winds to Success, Alberta
- Models of Success – In Rural Communities – Pikwakanagan First Nation, Ontario
- Models of Success – In Remote Communities – Sioux Lookout Area Aboriginal Management Board, Ontario
- Guide to the Tips and Tools
- Why Focus on Aboriginal Employment in Construction?
- Tips for Employers on Establishing Networks and Partnerships
- Aboriginal Employment and Training Contacts
- Tips for Aboriginal Organizations on Partnering with the Construction Industry
- Tips for ASET Holders on Working with the Construction Industry
- Construction Industry Organizations
- Construction Training Programs
- How to Assess the Labour Situation – Comparing Industry Needs and the Aboriginal Labour Force
- Tips for Monitoring and Evaluating the Program
- Section 3: Creating Awareness
- 1. Raise Awareness and Create Interest
- 2. Choose Communications Methods
- 3. Provide More Information
- Some Special Considerations
- Guide to the Tips and Tools
- Effective Outreach and Communication Vehicles
- Defining the Target Audience
- Aboriginal Media
- Sample Promotional Materials / Key Messages
- How the Construction Industry is Organized
- Construction Organizations in Various Provinces and Territories
- List of Trades in the Construction Industry
- Doors into Construction
- Territorial and Provincial Apprenticeship Offices
- Successful Models of Rural/Remote Apprenticeship Programs
- Job Seekers’ Frequently Asked Questions
- Section 4: Building the Foundation: Skill Development
- 1. Identify the skills required
- 2. Assess Current Skills
- 3. Explore available training
- 4. Access training
- Some Special Considerations – and Case Studies
- Examples of successful models
- Models of Success – In Rural Locations – Saskatchewan Indian Institute of Technologies: Career Centres and Taking the Information to the Community
- Models of Success – In Remote Communities – Pangnirtung Community Economic Development Office, Nunavut
- Guide to the Tips and Tools
- Pathways to Apprenticeship
- How Training Works in the Construction Industry
- Examples of initiatives for urban areas
- Examples of initiatives for rural and remote areas
- Section 5: Linking People with Opportunities
- 1. Publicize the Opportunities
- 2. Target The Right Audience: Outreach Vehicles
- 3. Develop Solid Referral Partnerships
- Some Special Considerations – and Case Studies
- Models of Success – In Rural Locations – Grand River Employment and Training (GREAT) Six Nations, Ontario
- Models of Success – In Urban Centres – Squamish Nation Trades Centre, North Vancouver, British Columbia
- Models of Success – In Remote Communities – Cree Construction Development Company, Quebec
- Guide to the Tips and Tools
- Communicating Job Openings
- Where to Find Construction Job Opportunities
- Overview of Job Search Methods
- Tips for ASETS Holders and Other Aboriginal Agencies for Linking People with Opportunities
- Tips for Construction Employers for Linking People with Opportunities
- Aboriginal Agencies and Industry Contacts
- Aboriginal Training and Development Forums
- Section 6: Succeeding with Hiring and Retention
- 1. Understanding Culture
- 2. Getting the Job: A Culturally Appropriate Hiring Process
- 3. Hired! Ensuring Success and Avoiding Cultural Disconnect
- 4. Long-Term Success
- Some Special Considerations – and Case Studies
- Models of Success – In Rural Locations – Manitoba Floodway Project
- Models of Success – In Urban Centres – Partners for Careers, Manitoba
- Guide to the Tips and Tools
- What is Culture and Why Does It Matter?
- Tool: Uncovering My Culture and My Workplace’s Culture
- The Hiring Process in Canada’s Construction Industry
- Section 7: Tools and Resources
No one information distribution strategy will work in every situation and in every community, but the experience of various communities across the country has proven the value of some methods of communication. Often a multi-level communications approach – one that incorporates electronic media and/or community meetings, as well as flyers and other print materials – is required for effective distribution of a message.
One manager describes his company’s success with outreach: “Formal Western lines of communication and business communication aren’t as effective for this group. Word of mouth is the most effective method. We partner with First Nations communities: getting people in the career centres familiar with the options/programs available; putting information and success stories in community newsletters; and networking and attending community events. Youth recruitment is a growing issue. It’s a generational difference; rather than giving a big PowerPoint presentation, a more casual or personal approach works better. Getting people who are more like peers to tell their stories about their great new job works better than hearing it from someone they can’t relate to.”
| Media | Examples | Uses and Benefits |
|---|---|---|
| Face-to-face direct communication |
|
Personal contact with target audience Opportunity to create relationships Good vehicle for discussing concerns and answering questions |
| Print media |
|
Good for reaching local audiences
Relatively low cost |
| Web, e-mail and social networking |
|
Particularly effective for reaching youth Low cost Good vehicle for simple or short-term messages Information can be distributed quickly |
| Broadcast media |
|
Can be particularly effective for remote communities Good vehicle for sharing personal experiences and relaying testimonials of Aboriginal workers in the industry |
| Influencers and Contact Points |
|
Can be an important supplement to other vehicles Good vehicle for building community and family support for career decisions Expands the network of personal contacts beyond what you can do alone. With trusted contacts, this approach has many of the same benefits as personal contact |
| Aboriginal Businesses and Contractors |
|
Can identify possible candidates for near-term needs Businesses can become a partner Can possibly outsource certain activities |


