Alberta immigrant employer workshop presentation

Hiring and Integrating Immigrants into the Petroleum Industry

Workforce

Employer Workshop

April 17, 2008

Claudine Vidallo, Project Manager

Debbie Wershler, Workshop Consultant

Marilynn Balfour, Workshop Consultant

Welcome and Opening Remarks

• Claudine Vidallo, Petroleum HR Council of Canada

• Cathy Bennett, Spectra Energy

Agenda

• Introductions

• Overview of the Petroleum HR Council

• Purpose of Today’s Session

• Workforce Planning and Business Case for Hiring Immigrants

• Hiring Practices

• Integration, Retention and Managing Diversity

• Closure

Introduction

• Name

• Title

• Organization

• Occupations you hire – those you are having most difficulty finding/keeping

• What do you hope to get out of this session / Questions you hope this session will answer

Petroleum HR Council of Canada

Employer Workshop on Hiring and Integrating Immigrants into the Petroleum Industry Workforce

April 17, 2008

Jennifer Ward, Director of Project Office

Petroleum Human Resources Council of Canada

Purpose of this Presentation

• Introduction to the Council

• Current and emerging HR issues

• Current projects

For More Information


What is it?

• National, not-for-profit collaborative forum that addresses human resources issueswithin the petroleum industry.

• The Council was established as a sector council through a Human Resources Skills Development Canada initiative.

Who are its stakeholders?

• 11 oil and gas national and regional industry organizations, including one union.


The Petroleum HR Council benefits from industry and union support and advice within all sectors of the upstream petroleum industry in Canada:

• Exploration and production;

• Service industries – geophysical services, drilling and completions, and well services;

• Pipeline transmission;

• Natural gas processing; and

• Mining, extracting and upgrading heavy oil and bitumen.

The Petroleum HR Council addresses industry issues by:

• Developing strategies, solutions, products and services to address industry short, medium and long-term workforce issues;

• Facilitating the exchange of ideas and information; and

• Providing industry-related information on workforce issues and career opportunities.

Council’s Customers & Partners

Customers

• Member organizations; and

• Petroleum industry companies.

Partners

• HRP and other Federal and Provincial Government departments; and

• Educational institutions.

Stakeholders

• Workers, potential workers and organizations who benefit from activities.

Our Partnerships

Canadian Association of Geophysical Contractors

Canadian Association of Oilwell Drilling Contractors

Canadian Association of Petroleum Producers

Canadian Energy Pipeline Association

Communications, Energy, and Paperworkers Union of

Canada

Energy Services BC

Newfoundland Ocean Industries Association

Offshore/Onshore Technologies Association of Nova

Scotia

Ontario Petroleum Institute

Petroleum Services Association of Canada

Small Explorers and Producers Association of Canada

Alberta Apprenticeship & Industry Training

Alberta Department of Energy

Alberta Employment & Immigration & Industry

BC Ministry of Energy, Mines & Petroleum Resources

British Columbia Oil & Gas Educational & Training Consortium

Canada West Foundation

Canadian Centre for Energy Information

Canadian Millennium Scholarship Foundation

ECO Canada

ENFORM

JuneWarren Publishing

Petroleum Industry Career Communications Committee

Petroleum Industry HR Committee of Newfoundland

Petroleum Research Atlantic Canada

Saskatchewan Advanced Education & Employment

Saskatchewan Labour Market Commission

The Decade Ahead

The Strategic HR Study of the Upstream Petroleum Industry:

The Decade Ahead

Completed in October 2003, The Decade Ahead and the Update which followed in 2004, identified:

– Workforce demographics;

– Skill and competency requirements;

– Occupational supply and demand;

– Key human resources challenges; and

– The impact of technology and the business environment on human resource issues.

Current & Emerging HR Issues

• Access to the under-represented workers – immigrants, women & Aboriginals;

• Skills shortages and retaining older workers;

• Labour market information gaps;

• Shifting skills requirements;

• Mobility of the workforce;

• Creative human resources practices; and

• Education and promotion of careers within the industry.

Also…

• Essential skills and links to safety and retention;

• The impact key influencers have on career decisions; and

• Information and access regarding entry into the industry.

Current Projects

Completed this year…

• Outreach Strategy to Raise Career Awareness

• Saskatchewan Oil & Gas Workforce Strategic Development

• Petroleum Labour Market Transition – Phase I

• Awareness Amongst Youth and Key Influencers

• Resources for Employers to Increase the Representation and Employment Level of Immigrants in the Oil and Gas Industry in Alberta (Alberta Immigrant Integration -Phase I)

Current Projects

Ongoing…

• Increasing the Talent for Hard to Recruit Locations

• Petroleum Competency Program

• Occupational Tools & Information

• Labour Market Forecasting Framework

• www.careersinoilandgas.com

• Alberta Immigrant Integration – Phase II (Employer Workshop)

Beginning…

• Industry Conference

• Petroleum Labour Market Transition – Phase II

• Career Awareness - Phase II

www.petrohrsc.ca

For More Information

www.careersinoilandgas.com

Context for Today’s Session

This workshop is an outcome of the recently completed Alberta Immigrant

Integration into the Petroleum Industry project the objective of which was:

• To determine the tools, resources and/or support processes needed by the oil and gas industry to increase the employment and retention of immigrants (also referred to as internationally trained workers)living in Alberta into the upstream petroleum industry.

Context:

• Funded by the Alberta Government.

• Alberta Government sees internationally trained workers as a critical component in addressing provincial labour shortages.

• Petroleum industry has experienced labour shortages over recent years.

Definition: Internationally Trained Worker

Internationally trained workers refer to those individuals who:

• Have received training and/or education outside of Canada;

• Possess skills and experience that can be utilized within the upstream petroleum industry;

• Have immigrated to Canada and are currently legally able to work within Canada; and

• Currently reside in Alberta.

Purpose of Today’s Session

Today’s reality:

• Internationally trained workers who have immigrated to Canada/Alberta with relevant petroleum industry experience are not getting through the petroleum industry’s regular recruitment process.

The objectives of this session:

• Raise awareness of current recruitment and integration barriers and challenges

• Equip employers to assess and/or change current HR processes andpractices

• Provide employer tools and resources to help recruit and integrate internationally trained workers

Workforce Planning and Business Case

for Hiring Internationally Trained Workers

Hiring Practices

Integration /

Managing Diversity

Retain

Alberta’s Workforce Needs Alberta falling short 100,000 workersLabour crunch jeopardizes mega projects

Alberta faces a potentially crippling shortage of workers that could stall development of multi-billion-dollar oil sands projects and the economy at large, government and industry officials said Tuesday.

Government forecasts say Alberta needs 400,000 new workers by 2015. But that analysis also shows 100,000 of those jobs won’t be filled unless new strategies are engaged to recruit and retain people from every possible demographic.

Brian Maynard, a vice-president with the Canadian Association of Petroleum Producers, says the energy industry alone faces a shortfall of 40,000 workers over the next 8 years.

Failure to find the right workers could jeopardize billions in investment planned for the booming energy sector. Energy contributes about a third, more than $59 billion annually, to Alberta’s gross domestic product.

Maynard said Alberta can’t afford to ignore the brewing demographic storm. “There’s just too much at stake” he said, “This is one of the biggest issues our industry faces.”

Front page story from the Calgary Herald Wednesday July 11, 2007

Workforce Planning and Industry Challenges

• Workforce planning:

– The process of getting the right number of people with the rights skills, experiences and competencies in the right jobs at the right time to advance the business.

– A comprehensive process that provides organizations with a framework for making staffing decisions based on its mission, strategic objectives, budgetary resources, and a set of desired workforce competencies.

• Challenges for Industry:

– Historical practices;

– Shrinking labour supply pool;

– Increasing labour demand with major oil sands projects;

– Innovation, technological changes and regulations increase skill requirements;

– Cyclicity of activity;

– Service sector reactive to E&P sector activity; and

– Current economic conditions.

Workforce Planning – Geographic Reach

INTERNATIONALINTERNATIONAL

LOCALLOCAL

PROVINCIALPROVINCIAL

NATIONALNATIONAL

Source:

Discussion at the AB Immigrant Integration

Strategy and Action Planning Session, Jan. 2008

• The farther you source your talent, the higher the costs and risks.

Retention Risk

Cost

Workforce Planning – Available Labour Pools

““Buy Them”Buy Them”

Hit the Ground Hit the Ground

RunningRunning

““Build Them”Build Them”

Investment in Investment in

TrainingTraining

& Development& Development

Experienced Hires Under-represented groups:• Women

•Visible Minorities & Immigrants•Aboriginal peoples•Disabled workers

Mature Workers

Foreign Workers

New Grads

Apprenticeships

Occupational Skills Training Programs

Other Industries

Diversity Strategy

Enhancecreativity and

decision making

Expand businessopportunities –

national/international

Enhance organization’sReputation

Buildstronger client

relations

Business CaseDrivers

Close Labour Force Gaps

Source:

Modeled after MacBride-King and Associates 2006

Workforce Planning – Underutilized Labour Pools

The Business Case for Hiring Immigrants

• Labour shortage

– Not a short term phenomenon

• Need to adopt new staffing strategies to meet current and future business needs

• Change management & education required

…….. The Business Case for Hiring Immigrants

Per Cent Growth in Selected Indicators: 1996 – 2006

109.1

58.6

40.4

22.8

10.3

241.9

158.8

52.9

33.1

21.5

Investment

Exports*

GDP

Employment

Population

Canada Alberta

Employment in Alberta

• Alberta added 251,100 workers between 2001 and 2006. Over 86,000 jobs created in 2006.

• Nearly 45% of this employment growth came from mining, oil and gas extraction, construction and health and social assistance.

Employment in Alberta

• Alberta is expected to create over 170,000 new jobs over the 2007-2010 period

Oil Sands Investment Remains Strong

• About $10-12 billion investment per year

• Associated investments in oil upgraders and pipelines will also be major contributors to economic growth.

Forecast of New Jobs in the Wood Buffalo Region

• Fort McMurray expects to create an additional 20,000 oil sands-specific jobs in the next three years for construction and operations.

• >8,000 new operations jobs in the next 5 years.

Pipeline Expansion Activity Underway

• Limited oil pipeline capacity today.

• Existing oil pipeline system at capacity by end of 2009.

• Operate >100,000 kilometresof pipelines in Canada & US.

• Pipeline assets must double in size by 2015 to meet forecast production increases.

Pipeline Expansion Activity Underway

• $155 billion US infrastructure investment in pipelines over the next 20 years

• A typical 1,000 kilometrepipeline project creates 12,000+ person years of work

Tight Labour Market in Alberta

• Alberta will remain a “full-employment” economy.

Unemployment Rates (%) by Province: 2002 - 2007

6.0

13.6

10.3

8.0

7.5

7.2

6.4

4.4

4.2

4.2

3.5

7.1

15.8

11.2

8.8

9.8

8.5

6.7

4.9

6.9

5.3

4.5

Canada

Newfoundland and Labrador

Prince Edward Island

Nova Scotia

New Brunswick

Quebec

Ontario

Manitoba

British Columbia

Saskatchewan

Alberta

2002-2006

2007

Tight Labour Market in Alberta

• This province needs another 100,000 people today. By 2020, that number will reach 400,000.

Total Investment in Alberta

7.4

14.6

13.9

13

13.7

14.5

16.5

19.0

21.3

24.2

18.6

20.2

24.5

34.1

40.0

37.7

37.3

3.7

3.1

3.7

5.5

4.7

7.1

8.4

9.7

12.4

8.1

7.7

2002

2003

2004

2005

2006

2007

2008*

Institutions Housing Non-energy Oil & Gas* IntentionsSource: Statistics Canada

Capital Expenditures ($ Billions)

Net Inter-Provincial Migration to Slow

• By 2010, inter-provincial migration to Alberta is expected to be just below the 1997 to 2006 average.

• Factors contributing to this slowdown: higher housing costs and rebounding growth in other provinces.

Age Pyramid of the Canadian Population in 2006

Source: Statistics Canada, Census of Population, 2006

The Aging Workforce in the Oil and Gas Industry

• The jobs created will be difficult to fill, due to low industry participation rates caused by an aging workforce and fewer young entrants.

Chart Source: Current Population Survey, March 2001; Canadian Labour and Business Centre; McKinsey

Source: Labour and skills crisis could stall oil and gas boom. Peter Parry, Varya Davidson, Andrew Clark & Zoe Guilford. Booz Allen Hamilton Inc. 2006

KEY INSIGHTS Heavy industry & natural resource sectors are paying heavily for widespread downsizing and lack of investment in the ‘90s.

Those let go are gone and potential new entrants are deterred by the perception of an unstable industry.

Those who survived the downsizing are reaching retirement within the next 10 – 15 years (45+percentages):

Oil and Gas: 42%

Few entrants are in line to replenish this workforce.

0%

10%

20%

30%

40%

16-24 25-34 35-44 45-54 55+

Age Category

Ag

e D

istr

ibu

tio

n

Industry Oil and Gas Mining / Metals

Age Distribution ComparisonCanadian Industry, Mining / Metals, Oil and Gas

The Aging Workforce

• In the energy sector, the average oil patch worker is 55 years old, white, and male.

• By 2011, these workers will retire.

• By 2015, a total of 65 to 75 per cent of energy employees will be golfing.

Source: Oilweek Magazine, October 2007

Population Change in Canada

• By 2011, immigrants will account for 100 per cent of the nation's labour force growth.

• By 2030, net immigration may become the onlysource of population growth.

Internationally Trained Worker Labour Pool Characteristics

• Highly educated

• Change adept

• Long term perspective

– On life and work

• Willing to prove capabilities

– Start at a lower level position if necessary

– Undertake credential recognition requirements of professional governing bodies (APEGGA)

• Willing to learn

– Technical jargon, workplace culture, Canadian cultural norms

• Strong employer loyalty

• Willing to move for employment opportunities

Employment Rates of Core Working Age by Immigrant Status

Source: Statistics Canada, 1981, 1986, 1991, 1996, 2001 and 2006 censuses of population.

BEST PRACTICES: Leadership in Diversity & Inclusion

• RBC Financial

– RBC is recognized in the Canadian business community for its leadership in diversity.

– The drive for diversity stems from solid business reasons that are clearly and consistently articulated.

– Within RBC, leadership starts at the top with their CEO actively participating and driving accountability for progress throughout all levels of the organization.

– RBC also plays an active role educating the business community about the business case for diversity and challenging business leaders toward immigrant employment and full human capital utilization.

– RBC has developed a comprehensive business case published on their website titled “The Diversity Advantage: A Case for Canada’s 21st Century Economy”.



Hiring Practices

Integration /

Managing Diversity

Retain

Today’s Reality

Internationally trained workers who have immigrated to Canada/Alberta and

have relevant petroleum industry experience are NOT getting through the petroleum industry’s regular recruitment process.

Discussion

• Why?

• What are the contributing factors to today’s reality?

Readiness Assessment: Recognizing Systemic Barriers

• Workplace culture– “Survival of the fittest”– Lack of tolerance for minority groups (women, Aboriginal peoples, visible

minorities, internationally trained workers)• Recruitment philosophy

– Ability to “hit the ground running”– “Buy talent” focus versus “building talent”

• Capacity to manage, mentor, train– Working managers– High work loads– Multidisciplinary teams with one discipline per team

Hiring Best Practices: Organizational Structure

• Centralized recruiting • Specialization of skills and knowledge• Relationship building with internationally trained worker supply partners• Opportunity to recognize candidate potential

Hiring Process: Sourcing

Source

Source

Screen

Screen

Assess

Assess

Select

Select

Current Hiring Barriers: Sourcing

Sourcing:

• Difficulty understanding occupational/job profiles

– Use of jargons (e.g. acronyms, highly technical terms)

– Different job titles or roles

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Mechanical Piping EngineerGenerate mechanical designs, analyze failures, analyze fluid

systems and revise drawings. Perform field data searches to

retrieve reference information. Take field measurements and

perform Fitness-for-Service evaluations. Prepare reports and

TSSA packages for repairs to pressure piping and vessels.

Verify pressure /temperature data and select adequate

materials based on pipe codes, ASME codes & TSSA regulations. Previous experience in heavy industry such as

mining, metallurgy or petrochemical an asset. Knowledge of

pressure vessel & pressure piping technology. Trained and

knowledgeable in Fitness-for-Service methodology and

software. Must be have or be eligible for P.Eng. B.Sc. Mechanical Engineering with related experience.

Project Cost Accountant




We are seeking a Project Cost Accountant who will carry out all duties related to the

costing of inventory and work in progress. This role reports directly to the Controller, and

the primary responsibilities will include:

•Providing analysis of the POC of actual costs to budgeted costs

•Providing support to the TBM Sales and Spare Parts Department (estimating)

•Comparing actual labour and overhead costs to standard and perform periodic review

of appropriateness of average costs

•Maintaining standard costs and performing updates as required

•Ensuring proper maintenance on consignment inventory levels at various locations

•Maintaining ongoing R&D costing reports

•Coordinating annual physical inventory count

Coordinator

Design Engineer

Administ

rator

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Careers“Current Opportunities”

Jobs

”Apply Now”

Careers“Experienced Professional Recruitment”

Opportunities“Job Postings”

Career

Oppor

tuniti

es

Career

Oppor

tuniti

es

Career

Oppor

tuniti

es

Career

Oppor

tuniti

es

“Searc

h Our

Jobs”

“Searc

h Our

Jobs”

“Searc

h Our

Jobs”

“Searc

h Our

Jobs”

Employment Opportunities

“View Job Information”

Careers“Career Opportunities”

Careers“To Review Permanent Positions, Click Here”

Careers“To download an application form ….”

Careers

“Jobs”

Disconnects for Internationally Trained Workers:

• Maneuvering websites• Understanding job titles, jargon

Current Hiring Barriers: Sourcing

BEST PRACTICES: Sourcing

• Alignment/relationships with internationally trained worker supply partners.

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

SOURCING TOOLS: Inventory of Edmonton Immigrant Supply Partners

�

�

�

Access to Candidate Pool

Millwoods Welcome Centre for Immigrants

��Edmonton Mennonite Centre for Newcomers

ASSIST Community Services Centre

Mentoring Program

Job Placement

Work Experience

Internship Programs

�

�

�


Millwoods Welcome Centre for Immigrants

��Edmonton Mennonite Centre for Newcomers

ASSIST Community Services Centre

Mentoring Program

Job Placement

Work Experience

Internship Programs

SOURCING TOOLS: Inventory of Calgary Immigrant Supply Partners

�

�

�

�

�

�

�


�YWCA

Maple Leaf Academy

Columbia College

�Centre for Newcomers

Calgary Immigrant Women’s Association

Calgary Immigrant Educational Society

��Calgary Catholic Immigration Society

�Bredin Institute

�BOWEN

��Bow Valley College

Mentoring Program

Job Placement

Work Experience

Internship Programs

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

BEST PRACTICES: Sourcing

• Industry specific training

– Calgary Catholic Immigration Society: Drilling Rig-Hand Program

• Equips internationally trained workers for entry into the drilling and well servicing sectors of the petroleum industry.

• The key to the success of the program has been employer commitment to assist in candidate selection as well as the inclusion of industry recognized training through ENFORM and a work experience component.

• Prescreened candidate database

– BOWEN: Immigrant Works Program

• A facilitated recruitment process that matches qualified immigrant professionals with paid internships of up to 12 months.

– Career Bridge

• Offers a pre-screened database of immigrant professionals from the Toronto and Vancouver areas which employers can access to hire candidates for internship positions.

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Hiring Process: Screening

Source

Source

Screen

Screen

Assess

Assess

Select

Select

Current Hiring Barriers: Screening

Resume Screening:

• Recruitment processes designed to “screen out”

– Volume management

– Systems enabled

• Assumptions and perceived risks

– Understanding of equivalency of foreign education

– Transferability of foreign education and experience

– Language concerns

– Canadian work experience

– Gaps in resume and survival jobs

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect


• Presentation of resume information

• Identification of transferable skills

BEST PRACTICES: Language Assessment

• Utilization of language assessment to determine competency

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Canadian Language Benchmark Assessment (CLBA)

• Standardized measurement of English language proficiency

• Nationally recognized, standard testing procedures

– Certified assessors ensure assessment consistency

• Includes for components of assessment:

– Reading

– Writing

– Speaking

– Listening

• Benchmark 8 is considered high enough for post-secondary study

SCREENING TOOLS: Language Assessment

BEST PRACTICE: Language Assessment

Source:SAIT.ca - Continuing Education - English Language Foundations (ELF) Upgrading and Canadian Language Benchmarks Assessment

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

SAIT

• Uses Canadian Language Benchmark Assessment (CLBA) to assess international students’ ability to enter mainstream technical programming.

• Students must attain a minimum score of CLBA 8 in order to enter regular programs.

• Those students scoring less than CLBA 8 must first enroll in English language upgrading programming.

SCREENING TOOLS: Educational Equivalency

International Qualification Assessment Service (IQAS)

• Alberta Provincial Government service

• Provides an advisory educational assessment service which compares educational qualifications from other countries to provincial educational standards

• Certificates issued are used by employers, professional licensing associations and educational institutions to understand educational programs outside of Canada

• IQAS is recognized by some professional licensing bodies

– E.g. CGA, CMA, HRIA

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

BEST PRACTICES: Educational Equivalency

• Utilization of assessment services for determining educational equivalency

– Some professional bodies complete assessments themselves (E.g. CA, APEGGA)

– Others recognize assessment services

Did You Know?

Language

• English is the language of business in both Nigeria and the Philippines

– Is the official language in 53 countries; including India

• Accents improve over time. Immersion in a job situation enables the immigrant to improve their vocabulary, intonation and accent.

– When people work together on a team, they quickly learn to better understand each other.

Education & Technical Proficiency

• North American engineering standards have been adopted as international standards in most foreign countries.

– e.g. Australia, New Zealand, South Africa, Singapore, Hong Kong, Japan, Korea, Philippines

• IQAS credential evaluation is recognized by some regulated professions

– HRIA, CMA, CGA

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Hiring Process: Assessment & Selection

Source

Source

Screen

Screen

Assess

Assess

Select

Select

Be aware of your assumptions in going into an interview…

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Current Hiring Barriers: Assessment

Cross-Cultural Interviewing:

“Communicating across cultures is always challenging, but in an environment where

every move and every word is analyzed, when those actions and words mean

different things to different people, miscommunication often follows. Every word and

every gesture emits a meaning, whether it is intended or not. Non-verbal

communication plays a more significant role in a job interview than in every day

interaction because the interviewer is diligent in observing eye contact, gestures,

posture, tone of voice and emotion. This often creates a challenge for candidates

from other cultures.” Source: “Culture Shock” series

Malkam Cross-Cultural Training


• Behavioural interviewing - presenting “soft” skills

• Quantify or present work in a measurable fashion, results-based

• Presentation of skills and experience in interviews

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

BEST PRACTICES: Assessment

• Be aware of assumptions and what the interviewer thinks the candidate should do or not do

– Includes judgments based on: choice of words, tone of voice, eye contact, body language, physical appearance, formality, etc.

• Avoid use of jargon, metaphors and common sayings (e.g. “hit the ground running”)

– Use simple language to ensure understanding (you have an accent)

• Good interview skills

– Rephrasing questions to ensure understanding

– Inquiring to understand scope and nature of foreign employers business

– Probing for information/details including quantitative data

– Recognition of transferable skills

– Good active listening

– Patience

• Recruitment Specialists for International Trained Worker labour pool

– Familiar with cross-cultural interviewing

– Skilled at recognizing transferable skills

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Did You Know?

Interviewing

• 79% of employers consider the use of behavioral-based interview techniques effective or highly effective to explore candidate’s skills, background and knowledge

– This technique is by far the most widely accepted and used practice for internationally educated professional interviews

• Behavioural descriptive interviewing is a practice aligned with North American values

• Teamwork has different meaning in other cultures than it does in North America

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Hiring Process: Assessment & Selection

Source

Source

Screen

Screen

Assess

Assess

Select

Select

BEST PRACTICES: Selection and Hiring

• Tactics for mitigating risk and building buy-in

– Temporary/contract work

• Hire candidates on work experience assignments

• Hire candidates in internships

– Development plans can be built to address areas of weakness

• Permanent offer could be contingent on achieving required level of competency, accreditation/professional status, etc.

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect

Discussion

• What can we do differently?

Source

Source

Screen

Screen

Assess

Assess

SSelect

elect



Hiring Practices

Integration /

Managing Diversity

Retain

Targeting Integration for Success in the Workplace

• Integration of both individual and family

• Multiple levels of integration

• Employer responsibility

• Cumulative effect

Work Team

Company

Industry/Occupation

Community

Canada

Employer

Responsibility

Work Team Integration

Orientation is the first day, week, month…

Integration is a longer term process critical for retention.

Internationally trained worker needs to understand:

1. Company culture

– Company structure to understand who people are & how things fit together

– Where they fit into things

2. Work team culture

– Management style

– Co-worker interaction

– Expectations of individual

– Reward and recognition

3. Schedule for regular conversations with manager & mentor

ORIENTATION TOOLS: On-Boarding Checklist

• Increasing the Talent on-boarding tools:

– Company Orientation Checklist

– Orientation to Community Checklist

BEST PRACTICE: Integration

Community Integration

• Keyano College “We Love the Winters Here”

– Developed a “We Love the Winters Here” program to assist a local oil sands employer in Fort McMurray in the successful settlement andintegration of immigrants and foreign workers into the local community and environment.

Company Integration

• Enbridge Pipelines, Inc.

– Developed a program that provides internationally trained engineers hired into the company the support of a relocation consultant to assist with integration into the community; a “buddy” to assist with integration into the company; and a communication specialist to assist with accent reduction.

Managing Diversity: Cultural Iceberg

• "Culture is the shared set of assumptions, values, and beliefs of a group of people by which they organize their common life." Gary Wederspahn

• "Culture is the collective programming of the mind which distinguishes the members of one group from another." Geert Hofstede

• “Culture is the way we do things when no-one tells us how to do them.” Jack Kemp

Source: Rice University Culture 101

Cross-Cultural Skills Training

Managing Diversity: Concept of Self

Individualist – “What You Do” • Focus on oneself and one's individual identity. • Value is put on being self-sufficient. • Independence is greatly stressed and valued. • In general, people tend to distance themselves psychologically and emotionally

from each other. • One may choose to join groups, but group membership is not essential to one's

identity or success. • Tasks prevail over relationships.

Collectivist – “Who You Know”• Sense of self comes from one's membership and role in a group, such as one's

family or work team. • Belief that the survival and success of the group ensures the well-being of the

individual, so that by considering the needs and feelings of others, one protects oneself.

• Harmony and the interdependence of group members are stressed and valued. • Group members are relatively close psychologically and emotionally, but distant

toward non-group members. • Relationships prevail over tasks.

Adapted from: Rice University Culture 101


Managing Diversity: Concept of Authority

Low Power Distance Cultures – “Democratic”

• More interaction exists between the boss and his/her employees.

• The boss freely delegates responsibility.

• It's okay to disagree with or question the boss.

• The boss sees himself/herself as one of the group.

• One may choose to join groups, but group membership is not essential to one's identity or success.

• Initiative expected and rewarded by the boss.

High Power Distance Cultures – “Authoritarian”

• Greater distance exists between the boss and subordinates.

• Power is centralized and generally is not shared.

• The boss does not delegate responsibility, only tasks.

• The worker does not disagree with or question the boss.

• The boss sees himself/herself as on one level, workers on another.

• Initiative is seen as usurping authority.



Managing Diversity: Concept of Change

Comfort With Uncertainty – “Value Change”

• Fewer rules exist and less emphasis is placed on conformity.

• It's okay to break certain rules for practical reasons.

• It's okay to bypass the chain of command if necessary.

• Conflict can't always be avoided.

• Taking risks is acceptable.

• Mistakes are viewed as learning opportunities.

Low Comfort With Uncertainty – “Value Tradition”

• More rules exist and greater emphasis is on obeying rules and conforming.

• It's never good to break rules or bypass the chain of command, whatever the reason.

• Conflict must be avoided; risks are not attractive.

• Interactions are more formal.

• Different is dangerous.

• Mistakes are viewed as being extremely career limiting.



Internal Locus of Control – “Success: Your Own Achievement”

• Control over outside events is largely internal, within the individual.

• You are responsible for what you do.

• Emphasize the strength of will and determination; circumstances do not have to be accepted as they are.

• There are no limits on what I can do or become, so long as I set my mind to it and make the necessary effort.

• Life is in large part what one makes of it.

External Locus of Control – “Success: Combination of Your Effort & Good Fortune”

• Control is considered to be external to the individual.

• Many aspects of life are predetermined, and cannot be controlled.

• There are limits beyond which we cannot go and certain givens that cannot be changed and must be accepted.

• Life happens TO you.



Managing Diversity: Concept of Control

Monochronic – “Time is a Commodity”

• Time is a fixed resource, and a limited amount of it is available.

• Time must be used wisely and not wasted.

• The needs of people are adjusted to suit the demands of time-schedules, deadlines, etc.

• People do one thing at a time and finish it before starting something else, regardless of circumstances.

Polychronic – “Time is Limitless”

• Time is the servant and tool of people.

• Time is adjusted to suit the needs of people.

• More time is always available, and one is never too busy.

• It's not necessary to finish one thing before starting another.


Cross-Cultural Skills training

Managing Diversity: Concept of Time

BEST PRACTICES: Cultural Integration

• BOWEN Immigrant Works Program

– Support for Success workplace coaching

– Once a candidate is placed, BOWEN provides both employer and intern with cross-cultural communication training and coaching, as well as on-going support required to ensure successful integration and a productive internship.

Concept of SelfConcept of Self

Ind

ivid

ua

list

Co

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tivis

t

Lo

w P

ow

er

Dis

tan

ce

Hig

h P

ow

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Dis

tan

ce

Concept of AuthorityConcept of Authority

Concept of ChangeConcept of Change

Hig

h C

om

fort

with

Un

ce

rtain

ty

Lo

w C

om

fort

with

Un

ce

rtain

ty

Concept of ControlConcept of Control

Inte

rna

l Lo

cu

s

Ex

tern

al L

oc

us

Concept of TimeConcept of Time

Mo

no

ch

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ic

Po

lyc

hro

nic

Co

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t o

f S

elf

Co

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t o

f S

elf

Individualist

Collectivist

Low PowerDistance

High PowerDistance

Co

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f A

uth

ori

tyC

on

cep

t o

f A

uth

ori

ty

Co

ncep

t o

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Co

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High Comfort with Uncertainty

Low Comfort with Uncertainty

Co

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t o

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on

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on

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on

tro

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Internal Locus

External Locus

Co

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t o

f T

ime

Co

ncep

t o

f T

ime

Monochronic

Polychronic

- Venezuela

Co

ncep

t o

f S

elf

Co

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t o

f S

elf

Individualist

Collectivist

Low PowerDistance

High PowerDistance

Co

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t o

f A

uth

ori

tyC

on

cep

t o

f A

uth

ori

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Co

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Co

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Co

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Internal Locus

External Locus

Co

ncep

t o

f T

ime

Co

ncep

t o

f T

ime

Monochronic

Polychronic

- Nigeria

Co

ncep

t o

f S

elf

Co

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t o

f S

elf

Individualist

Collectivist

Low PowerDistance

High PowerDistance

Co

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Co

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Internal Locus

External Locus

Co

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Co

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t o

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Monochronic

Polychronic

- Pakistan

Co

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t o

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elf

Co

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t o

f S

elf

Individualist

Collectivist

Low PowerDistance

High PowerDistance

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Co

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Internal Locus

External Locus

Co

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Co

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Monochronic

Polychronic

- China

Co

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t o

f S

elf

Co

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elf

Individualist

Collectivist

Low PowerDistance

High PowerDistance

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Internal Locus

External Locus

Co

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Co

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Monochronic

Polychronic

- Canada

- China

- Pakistan - Venezuela

- Nigeria

Cross-Cultural Interactions Video

Cross-Cultural Interactions Video

Interactive Session: Case Studies

Cross-Cultural Management Situations

• Review and discuss in small groups

– What has contributed to the situation?

– As a manager, what would you do to deal with the situation?

Culture is the eyes through which we see the world & the filter through which we interpret the behaviours of others.

Be aware of your assumptions!

Seek to understand before making judgments and drawing conclusions.

Cross-Cultural Management

Cross-Cultural Management: Seek to Understand

Respectful Questioning - 5 Whys

• A question-asking method used to explore the cause/effect relationships underlying a particular problem.

• It enables you to deepen your understanding of the behaviour from a cultural perspective and determine root cause.

• Process:

Provide context: “I value your background and the contributions that you can make to this team. It is important that we work toward making your experience here successful.”

Develop understanding of situation:

1. “Please help me understand why…..”

2. “Why…..”

3. “Why….”

4. “Why….”

5. “Why….”

Source: Wikipedia, http://en.wikipedia.org/wiki/5_Whys

Cross-Cultural Management: Root Cause Analysis

Environment

Skills of the individual:- Technical- Cultural

Environment within which they work:- Co-workers- Management- Workplace culture

Attitude of the individual to address the

problem

Attitude

Skills

ENVIRONMENT TOOLS: Respectful Workplace Policy

• Fundamental for creating a welcoming environment

• Provides foundation for managing behaviours

• Zero tolerance approach

ENVIRONMENT TOOLS: Cultural Awareness Training

“Successfully managing a diverse workforce and competing in a diverse marketplace start with embracing differences, not trying to ignore them or pretending they don’t affect interpersonal communication.” Communicating at IBM (www.ibm.com)

The purpose of training:

• To raise awareness of cultural factors, the values and attitudes that affect business;

• To provide participants with knowledge of potential problem areas;

• To develop effective strategies to minimize misunderstanding and avoid conflict; and

• To learn how to exploit the benefits of working across cultural barriers.

SKILL DEVELOPMENT TOOLS: Communication Enhancement

Language Enhancement / Accent Reduction Coaching

• CLBA testing may indicate English language proficiency

• Difficulty in understanding may be attributed to accent

• Support available to reduce accent

– Speech pathologist works with individual to assess ability to pronounce 24 key sounds in the English language

– Candidate is taught the mechanics of forming the sound properly

– Exercises are set up to practice most challenging sounds

– Candidate works in a language lab to enhance pronunciation

– Cost can be covered within the paramedical component of most benefits plans

Business Communication Skills Development

• Effective communication skills are essential for success

– Verbal: meeting participation, presentations

– Written: emails, business letters, reports, proposals

• Resources available to support development planning

TOOLS: Tips for Effective Performance Management

“The poor performer is not only making the supervisor’s life miserable, he is also making the other employees miserable. When a supervisor turns a blind eye, it’s a slap in the face to all of the good people who don’t have the ability to do something about the situation.”

– Dick Grote, author of Discipline Without Punishment (AMA, 1995)

Culture: Did You Know?

• Though businesses in the United States and United Kingdom share the same language and many similar practices with Canada, there are still differences in cultural values and use of terminology.

• Multinational organizations operate worldwide on the same foundational policies and procedures which are often based on North American practices.

• A large number of cross-cultural management issues arise as a result of assumptions and miscommunication.

• 80% of immigrant candidates who receive integration support are successful in their positions while only 30% of those who do not receive support are successful.



Hiring Practices

Integration /

Managing Diversity

Retain

Retain versus Engage

• Retention – staying

• Engagement – staying and being productive

Engaged workers:

• Understand how their work progresses the company’s overall business;

• Have a positive attitude towards the company and the work that it does;

• Look for better ways of doing his/her job;

• Are respectful of, and helpful to, co-workers;

• Are willing to “go the extra mile”; and

• Keep up to date with developments in the field.

TOOLS: Immigrant Hiring and Integration Readiness Checklist

• Checklist of considerations that should be taken into account to support effective hiring and integration of internationally trained workers into your workplace.

BEST PRACTICES: Website Resources

• Hireimmigrants.ca in Toronto area and SUCCESS: Employer 5 Step Solution(http://www.5stepsolution.ca) in B.C. are websites providing centralized sources of employment-related information, resources and tools directed toward employers.

• TRIEC (Toronto Regional Employment Council) in Toronto area and Looking Ahead(http://www.lookingahead.bc.ca) in B.C. are websites providing centralized sources of employment-related information, resources and tools directed toward both employers and immigrants.

Closure

• The most useful thing that I learned from this session is …

Alberta immigrant employer workshop presentation

Business

tight labour market

petroleum hr council

internationally trained workers

upstream petroleum industry

petroleum industry

educational institutions

cultural management

workforce planning