Canadian Government Executive - Volume 24 - Issue 01

36 / Canadian Government Executive // January/February 2018 Indigenous Citizens benefits to Canada’s economy that will result when the issues brought about by generations of Indigenous exclusion are addressed. Demographic and economic projections are clear – Canada’s population is aging and its labour force is shrinking. However, when regional and Indigenous lenses are applied, additional valuable information emerges. In a number of metropolitan ar- eas, as well as in the Prairies and the Ter- ritories – where the largest numbers of In- digenous peoples live – projections point to children (0-14) continuing to outnum- ber adults aged 65+ by significant mar- gins. In 2011, approximately 30 per cent of the Indigenous population was under 15 years old and only 5.6 per cent were over the age of 65; this compared to approxi- mately 16 per cent and 14.5 per cent of the respective non-Indigenous population. In fact, overall, the Indigenous population is much younger than Canada’s non-Indige- nous population, and for this reason, they have the greatest potential to impact the growth of Canada’s labour force. 2011 data also show that Indigenous peoples ages 15-24 years had a labour force participa- tion rate of almost 5 per cent below the labour force participation rate of non-In- digenous groups in the same age category. Growth in Canada’s labour force is one area where greater effort toward inclu- sion of Indigenous peoples will result in unequivocal benefits. It is time to challenge cost arguments that are focused on the hardship associ- ated with redress dollars, and instead con- sider the hardship and costs to Canada’s economic potential if no action toward greater Indigenous economic inclusion is taken. Effective inclusion of Indigenous peoples in Canada’s labour force is an important vehicle toward reconciliation. Where is the sense in the status quo? Full Indigenous inclusion matters for legitimacy, leadership and legacy The Federal Public Service employs ap- proximately a quarter-million people across the country, making it the largest employer in Canada. The federal public service is an institution that increasingly works in partnership with bargaining agents, and takes pride in the profession- alism of its employees. As such, people management in the federal public service is grounded by core competencies, values and ethics, and a longstanding legislated and evolving human rights framework. Fairness, equity and representativeness are emphasized as cornerstones of people management approaches and organiza- tional behaviour. These principles con- tribute to the legitimacy of the bureaucra- cy as an institution and shape the value of the bureaucracy as an employer by those seeking a public service career. The Indigenous Representation Survey, which saw more than 2000 current and former Indigenous public servants from across the country share their views and experiences, provides insights and exam- ples of the barriers faced by Indigenous employees in public service workplaces. The experiences shared as part of the Survey illustrate that for Indigenous pub- lic service employees, the cornerstones of people management and organizational behaviour – the principles that under- pin the legitimacy of the bureaucracy as an institution and an employer, remain largely aspirational. Leadership matters at all levels to breathe life into established principles and to address employment barriers faced by Indigenous peoples seeking and living a public service career. As a federal public servant, how are you using the le- vers at your disposal and exercising the flexibility afforded with your role, respon- sibilities and span of control to achieve greater inclusion of Indigenous peoples? Are you questioning the status quo of recruitment, on-boarding and retention strategies? What unintended impacts may your own actions have? As federal public servants, several pri- orities shape our contributions in service to the populations living in Canada. Achiev- ing reconciliation with Indigenous peoples and transforming the public service into a more welcoming, respectful and supportive workplace are among the most enduring footprints each of us can leave within the portfolio of our professional legacy. Each individual act to effect deliberate and sus- tained removal of barriers to Indigenous inclusion will pave the way for future gen- erations of public servants to perform their service to the highest standards. Many Voices, One Mind: A Pathway to Reconciliation is a four pillar blueprint for action. Each pillar is supported by a series of concrete options for execution that meet organizations and individuals across the spectrum of readiness to act. Options in- clude exploiting opportunities to enhance current practice, opportunities for imme- diate improvements that may be exploited, and finally, what transformational change could be realised. Actions are relevant to individuals, teams and organizations as a whole, and should always be pursued with Indigenous peoples’ input, engagement and involvement. Bold options to affect change are avail- able and encouraged. Step forward, be a leader, leave a legacy of progress, reconcil- iation and public service transformation. N adine S. H uggins is an Executive Secretary and Director at Interdepart- mental Circles on Indigenous Represen- tation We Aspire to a Federal Public Service that is… Achieving reconciliation with Indigenous peoples and transforming the public service into a more welcoming, respectful and supportive workplace are among the most enduring footprints each of us can leave within the portfolio of our professional legacy.