okanagan workforce connects forum kelowna february 27, 2007 a better way forward: partnering for...

Okanagan Workforce Connects Forum Kelowna February 27, 2007

A BETTER WAY FORWARD: PARTNERING FOR

STRATEGIC PROGRESS


OVERVIEWOVERVIEW

Overview - Michelin The demographic opportunity Why have a strategy? Partnership progress Challenges Next areas of focus


Michelin: 75 Manufacturing Locations Michelin: 75 Manufacturing Locations WorldwideWorldwide

GERMANY (WEST)

FRANCE


GROUP MICHELINGROUP MICHELIN

180 million tires/year

22 million maps and guides

Over 125,000 employees

2006 sales of $25 billion CDN


MICHELIN IN CANADAMICHELIN IN CANADA

3 Factories in rural Nova Scotia Marketing and Sales across Canada Good pay, benefits, working conditions Almost no attrition other than retirement


WHY A PARTNERSHIP? – SOME WHY A PARTNERSHIP? – SOME DEMOGRAPHICS IN 2003DEMOGRAPHICS IN 2003

Total employees in NS: 3400 Average age: 43 Average service: 20 years 70% eligible to retire in next 10 years 2007: still 50% in next 7 years


NOVA SCOTIA DEMOGRAPHICSNOVA SCOTIA DEMOGRAPHICS

13 First Nations Aboriginal population roughly 2% of

total Fastest growing segment of Nova

Scotia population


ABORIGINAL EMPLOYMENT ABORIGINAL EMPLOYMENT HISTORYHISTORY

Lots of effort by many people over many years

Discouraging results until we partnered with AWPI

This is the essence of why having a strategy - and partners - makes such a difference


AWPI – WHAT APPEALED TO US?AWPI – WHAT APPEALED TO US?

Business focused; business approach– showed up early

– responded quickly; stayed in touch

– listened and understood our needs

“No preferential treatment” Long term view Proactive


PARTNERSHIPPARTNERSHIP

Signing Ceremony in Halifax November 2003

Signatories:– AWPI (Government of Canada)– Government of NS– Union of NS Indians– Confederacy of Mainland Mi’kmaq– Michelin


PARTNERSHIP AGREEMENTPARTNERSHIP AGREEMENT

Facilitate constructive cultural relations Enhance labour force linkages Promote employment, retention, career

development Identify business development

opportunities Develop short and long term actions


STRATEGIC ELEMENTSSTRATEGIC ELEMENTS

Workplace review and preparation Occupational survey of the workforce Procurement Setting goals Recruitment, retention Career development Advisory Council


ADVISORY COUNCILADVISORY COUNCIL Members:

– AWPI (Federal government)

– Province of Nova Scotia» Aboriginal Affairs and now Dept. of Education

– Union of Nova Scotia Indians

– Confederacy of Mainland Mi’kmaq

– APTEC/Native Council of Nova Scotia

– Mi’kmaq Emplt. & Training Secretariat

– Consultants

– Service Canada (HRSDC)

– Michelin


INVENTORY - OCCUPATIONSINVENTORY - OCCUPATIONS

Our partners need to be able to plan ahead

Positions in the company Skills/education required Pay levels Simple Next steps: enhanced link to recruiting

and Aboriginal websites


RECRUITMENTRECRUITMENT

Michelin began recruiting early Early network worked More applications Most applicants unsuccessful


WORKSHOPWORKSHOP

Michelin’s employment process Literacy testing Behavioural interviewing Scoring of applications

Results Learnings all around Modifications to parts of the process

based on feedback received Better for all candidates


PROGRESS/CHALLENGESPROGRESS/CHALLENGES

2002 ~ 20 applications, 1 hire 2003:~ 40 applications, 2 hires 2004:> 90 applications, 2 hires 2005:> 240 applications, at least

10 hires WSI average pass rate: 69% Aboriginal WSI pass rate: 34% 85% of Aboriginal applicants had

achieved Grade 12 or higher


EDUCATION: EDUCATION: UPGRADING PILOTSUPGRADING PILOTS

Led and run by APTEC Academic upgrading and workplace

preparation 8 weeks Plant tour, literacy testing, behavioural

interviewing training Two recent programs supported by

Service Canada; new program planned by CMMNS, UNSI, with NSCC


EDUCATION:EDUCATION: OTHER PROGRESS OTHER PROGRESS

Department of Education involvement re: low pass rates for WSI

Excellent follow up Exploration of TOWES Guidance counsellors presentation and

tour Exploring options to support High School

students Mik M’aq education now to be part of

Grade 10 curriculum


FURTHER RECRUITMENT AND FURTHER RECRUITMENT AND DEVELOPMENT PROGRESSDEVELOPMENT PROGRESS

FirstNet Email network Promotion, mentoring Summer students Pre-employment refresher through NS

Community College One-on-one coaching


WORKPLACE REVIEW AND WORKPLACE REVIEW AND PREPARATIONPREPARATION

Comprehensive Employment Systems Review

Diversity training for all employees; extra Diversity training for leaders

Aboriginal employment overview for all senior managers

Pilot Aboriginal Awareness training conducted– HR, recruiters, some employees, leaders– All senior managers next


PROGRESS - PROCUREMENTPROGRESS - PROCUREMENT

List of procured goods and services has been developed and shared

Member of CAMSC– generating opportunities

Working on broad dispersal of needs and opportunities


RETENTIONRETENTION

Low attrition, but some EAP: some concerns, provider involved


KEY REASONS FOR PROGRESSKEY REASONS FOR PROGRESS Having a sound and informed strategy Commitment – partners, ourselves Advisory Council Sustained follow up Willingness to step outside our boxes Transcendence of barriers People who care, and show it Positive reinforcement and energy


NEXT AREAS OF FOCUSNEXT AREAS OF FOCUS More pre-employment preparation Supporting enhanced education Linking Aboriginal groups to the

Michelin website for recruiting Procurement actions to follow strategy Further Aboriginal

Awareness/workplace preparation training


LEADING THE CHANGELEADING THE CHANGE

1. Build many bridges; use resources like BCAWS, local leaders

2. Search out energy and passion

- you cannot delegate passion

3. Visit/tour/experience

4. Speak the language

- “Merit and character”


LEADING THE CHANGELEADING THE CHANGE

5. Help others become dissatisfied with the status quo

- do your homework

6. Use “pilots”

7. Seek out enthusiastic people, regardless of title

8. Give away the credit


SUMMARY SUMMARY

Significant progress on many fronts Delighted with the support we’re

getting We’re addressing core issues to

build both short and long term success and sustainability

We and our partners are serious, committed, and making real headway


A A BETTER BETTER

WAY WAY FORWARD! FORWARD!

okanagan workforce connects forum kelowna february 27, 2007 a better way forward: partnering for...

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