Indigenous Inclusion in the Workplace
Originally published by the Canadian Society of Association Executives, in collaboration with Kelly Lendsay at Indigenous Works – https://indigenousworks.ca/en
Penny Tantakis, CSAE’s director of marketing and communications, connected with Kelly J. Lendsay, president and CEO of Indigenous Works and closing keynote speaker at COMMUNITY: CSAE’s 2021 Conference, to discuss how associations and not-for-profit organizations can foster Indigenous inclusion in the workplace.
CSAE: YOUR WORK FOCUSES ON INDIGENOUS INCLUSION AND HOW ORGANIZATIONS CAN ACHIEVE GREAT THINGS THROUGH PARTNERSHIPS. WHAT KICKSTARTED YOUR WORK IN THIS AREA?
Kelly J. Lendsay: In 1990, I went to do my MBA at the University of Saskatchewan. At the same time, the Oka crisis broke out in Montreal. It prompted me to do an MBA research project on how to get Indigenous students into business education. Three deans wanted to keep that work going, so in 1994-95 we developed Canada’s first Aboriginal business education program. I was its first director.
“We are growing nations and the Indigenous middle class through economic opportunity and prosperity.”
CSAE: TELL US HOW INDIGENOUS WORKS CAME TO BE.
KJL: In 1996, the Report of the Royal Commission on Aboriginal Peoples was released. It had 434 recommendations including the creation of the Aboriginal Human Resource Council — founded in 1998 with a mandate to improve the inclusion and engagement of Indigenous people in the Canadian economy. We rebranded as Indigenous Works in 2016.
CSAE: WHAT TOOLS HAS INDIGENOUS WORKS DEVELOPED TOWARD ITS MANDATE OF IMPROVING INDIGENOUS INCLUSION AND ECONOMIC ENGAGEMENT?
KJL: We’ve built social and economic capital, and designed models, diagnostic tools and approaches to help managers and executives measure their workplace inclusion performance. We’re also launching a new initiative — Luminary — to engage the academic community with Indigenous economic priorities. It’s brand new in Canada and involves 150-plus partners from universities, colleges, Indigenous businesses and NGOs. It’s quite exciting!
CSAE: IT’S BEEN 25 YEARS SINCE THE REPORT OF THE ROYAL COMMISSION ON ABORIGINAL PEOPLES WAS RELEASED. HOW DO YOU MEASURE PROGRESS OR LACK THEREOF?
KJL: In 1990, 80 per cent of people in Quebec and the Maritimes said they never or rarely had contact with an Indigenous person. Today, I ask that question at conferences and it’s flipped around. Only about 20 per cent say “never” or “rarely.” So, there is more awareness – more social capital. Also, the amount and quality of media coverage has drastically improved. Those are some of the positives. However, contrast that to the highest suicide rates in the world, racism, education and employment gaps and health challenges. We are growing nations and the Indigenous middle class through economic opportunity and prosperity.
CSAE: HOW DOES INDIGENOUS INCLUSION HELP ADDRESS LARGER WORKPLACE SKILL SHORTAGES?
KJL: We need to awaken employers to the fastest-growing baby boom in Canada, the Indigenous workforce. It’s grown 42 per cent in the last decade with a population of just over 1.5 million people. In general, Indigenous people are more connected to community and less likely to move away, so they are a stable source of local talent.
“Indigenous people bring consensus thinking and decision-making, a stronger sense of community, and more dialogue and humour through sharing circles. They tend to be more oral and inclusive and there is a strong connection to land.”
CSAE: WHAT UNIQUE CHARACTERISTICS DO INDIGENOUS WORKERS BRING TO A WORKPLACE CULTURE?
KJL: Indigenous people bring consensus thinking and decision- making, a stronger sense of community, and more dialogue and humour through sharing circles. They tend to be more oral and inclusive and there is a strong connection to land. They are entrepreneurial and bring a sense of balance to achieving economic prosperity with social and ecological integrity.
CSAE: LET’S RE-IMAGINE ORGANIZATIONAL PRACTICES FOR A MOMENT. ASSOCIATIONS MAY USE ROBERT’S RULES OF ORDER AND SIMILAR APPROACHES. WHAT INDIGENOUS PRACTICES COULD BE INTRODUCED TO MAKE GOVERNANCE AND DECISION-MAKING EVEN MORE EFFECTIVE?
KJL: There are some good existing structures. In addition, there could be talking circles, opening prayers, land acknowledgements and other governance mechanisms. Oral traditions are important. Everyone gets a chance to speak. It is an approach to leadership that can be non-hierarchical. Look at Nunavut, where there is no party system. Eighteen people are elected to the legislature, and they choose the premier. It’s a very different sense of governance. It’s like a sharing circle, and they go around until they resolve a problem or discover better options. If there is no decision, the circle continues. There is less rushing, and you often end up with better solutions. Of course, this has to be balanced with the reality of timelines.
CSAE: OVERALL, WHAT SECTORS ARE DOING WELL WITH RESPECT TO INDIGENOUS ENGAGEMENT?
KJL: In 2017, we asked 511 large and medium-sized companies about their level of engagement with Indigenous people. The resource sector scored the highest, between 60 to 80 per cent. They have been engaging with Indigenous communities for years, developing relationships, mutually beneficial partnerships and business deals. But the average score in the partnership and engagement index was a dismal 13 per cent; 85 per cent of corporate Canada is disengaged. Too many sectors are not engaged with the Truth and Reconciliation Commission Calls to Action (CTAs). CTA #92 calls on Canadian businesses to ensure Indigenous peoples benefit from economic development projects; ensure that Indigenous people have equal access to jobs, training and educational opportunities; and educate their management and staff about the history of Aboriginal peoples and adopt FPIC — free prior and informed consent.
CSAE: MANY ASSOCIATIONS WANT TO TAKE ACTION BUT AREN’T SURE WHERE TO BEGIN. WHAT IS YOUR ADVICE?
KJL: Most successful companies have done two things and implement strategies and practices and measure the impact. It’s nothing new in the world of management! It’s like making a recipe in the kitchen — you’re just not making a pizza; you’re baking jobs and economic opportunity.
CSAE: ARE YOU OPTIMISTIC FOR THE FUTURE?
KJL: Yes, I am. I’m a realist, though. Part of the reason I do these interviews is because we need a better engagement strategy. We won’t change people’s opinions until we get better at marketing and communicating our message. The level of understanding is going in the right direction, but we need greater levels of engagement. We can’t let our foot off the gas. I believe in consistency and shared accountability and responsibility on both sides; all parties must work together to develop sustainable relationships and partnerships. Then we will see even more progress.
Kelly J. Lendsay is the president and CEO of Indigenous Works. For more than three decades, he has studied, designed and enacted proven strategies that build prosperous partnerships between Indigenous communities and organizations of all stripes. Blending two-eyed seeing, business background and entrepreneurial spirit, he brings a unique understanding of Indigenous culture and mainstream organizational structure.www.indigenousworks.ca Twitter: @KellyjLendsay | LinkedIn: Kelly J Lendsay | LinkedIn
Penny Tantakis, MA
Penny Tantakis is a marketing and communications professional with a long tenure in the not-for-profit sector. She currently leads marketing and communications for the Canadian Society of Association Executives (CSAE) and spearheads their efforts in diversity, equity and inclusion. Penny is the editor of Association magazine. Connect with her on LinkedIn here www.linkedin.com/in/ptantakis.
