Higgins Executive Search

Opportunity: Weeneebayko Area Health Authority – President and CEO

2012-01-23T14:40:00.002-06:00

Responsiblefor a regional population of 11,500 predominately Cree First Nationsindividuals, the Weeneebayko Area Health Authority (WAHA) represents thequalities and characteristics of the Cree culture as it relates to health carein this region - geographically, medically & spiritually.

Throughpartnerships with a number of educational institutions and surrounding healthauthorities, WAHA has developed leading edge health facilities and practicesincluding excellence in TeleHealth. Asrepresentatives of the peoples of the Mushkegowuk Territory, the WeeneebaykoArea Health Authority are dedicated to continually enhancing the provision ofhealth care services and promoting healthy lifestyles through traditional andmodern practices.

Coveringthe western side of the James Bay coastal region, WAHA was created through thehistoric Weeneebayko Area Health Integration Framework Agreement, a first ofits kind Agreement that integrated federal and provincial health services undera First Nations community-controlled organization. WAHA oversees a number of primary andsecondary care facilities that serve the communities of Peawanuck,Attawapiskat, Kashechewan, Fort Albany, Moosonee & Moose Factory (MooseCree First Nation and MoCreebec).

WAHAis seeking an experienced and engaging senior administrative healthprofessional for the role of President and CEO who thrives on strategydevelopment, negotiations, and collaboration.

Reportingto the Board of Directors, the President & CEO will lead and implementWAHA’s Strategic Plan while continually driving the mission and vision of WAHA,ensuring communities and patients receive the highest quality care possible. She/he will liaise, influence and collaboratewith a variety of stakeholders including but not limited to: First Nationscommunities, educational institutions and government health departments. They will possess a proven track record inthe delivery of leading-edge client focused health delivery models.

For more information, please click here or if you have any questions or wish to discuss this opportunity further, pleasecontact Brock Higgins at (613) 680-0077 or via email at brock@higginsinc.com.

Opportunity: Cook’s Ferry Indian Band - Band Manager

2012-01-12T16:32:00.000-06:00

Located in Spence’s Bridge, B.C.in the beautiful Nicola and Thompson River valleys, the Cooks Ferry Indian Band(CFIB) of the Nlaka’pamux Nation, offers a wide range of recreational activitiesand outdoor adventures. With a proudhistory, rich in culture and tradition, the community is building a promisingfuture through cultural, social and economic development. Involved in the forest industry, mining,tourism and land management, CFIB is looking to expand their economicdevelopment opportunities with capital projects including housing constructionand water system upgrades.

Cooks Ferry Indian Band is seekingan energetic and self-motivated Band Manager who will take on a variety ofchallenges and opportunities and play an integral role in the continuedstrengthening of the vision for this community.

Reporting to Chief and Council,the successful candidate will advise Chief and Council on a broad range ofissues related to the administration of the CFIB including economic developmentand improving internal administrative and governance policies. She/he will oversee the Nation’sadministration of member programs, projects and services including education,social assistance, real property taxation, ranch operations, economicdevelopment and housing.

For more information, please click here or if youhave any questions or wish to discuss this opportunity further, please contactDeanne Cockell at 204-416-7452 or via email at deanne@higginsinc.com.

Opportunity: Buffalo Point First Nation & Development Corporation - Sales and Marketing Manager

2011-12-29T16:34:00.000-06:00

Buffalo Point is a successful and innovative First Nationscommunity rich in history and moving towards a very promising future. Withmore than 20% annual population growth, it is the fastest growing community inManitoba and is now among the major economic centres in the province’s south-easterntourism and hospitality sector. Locatedin “Lake of the Woods” on a scenic peninsula bordering the U.S. and Ontario andwithin 12 kilometres of Warroad, Minnesota, the community is desirable as aresort destination, cottage community and permanent residence attracting visitorsand residents from Canada, the U.S. and beyond.

The vision for a world-class destination wasborn in 1969 and today, the community’s businesses include an 18 hole championshipgolf course, a 350 slip marina with fishing charters, 195 RV campsites and campground,cottage properties and 75-year lease lots, 24 luxury cabin and suite rentalsincluding time share packages and a conference centre with restaurant, lounge, VLT’sand banquet facilities.

Committed to continued growth and success,Buffalo Point is seeking an energetic, motivated and talented professional to jointheir management team in the newly created role of Sales and Marketing Manager.

Reporting to the General Manager, the successfulcandidate will utilize their passion and skills in sales and marketing to increasevisibility of Buffalo Point Resort and its cottage lots and properties to potentialguests, visitors and residents. Responsible for developing and implementing marketingand sales strategies into all areas of the resort, with an emphasis on the saleof cottage properties, time share packages and lease lots. Combined with a track record of success in developinginnovative sales and marketing (programs or campaigns) that will help exceedsales targets and build strong relationships.

For more information, please click here or ifyou have any questions or wish to discuss this opportunity further, pleasecontact Deanne Cockell at 204-416-7452 or via email at deanne@higginsinc.com.

Now Available - Discus® Personal Report

2011-12-22T11:56:00.002-06:00

Higgins Executive Search is nowpleased to provide a new assessment tool: the Discus^®Personal Report. This report can assist anindividual with their career planning.

This is an inexpensive tool fororganizations who are looking at succession planning and career management of theirstaff. As an employer it will give you andyour staff insight into your employees work styles and strengths.

This new report allows for alook at the way behaviour affects an individual's work style, highlighting keycareer skills, and career planning insight as well as helping anindividual to focus on their greatest work strengths and core values.

We also offer the Discus^®Individual Profile Reports, Discus^® Team Reports andRelationships Reports. Once an individual has completed their individualassessment, we can further compare and contrast individual reports to create ateam and relationship report which outlines a detailed analysis of a team'sworking relationships and dynamics as well as valuable information on theeffectiveness and productivity of a working group to facilitate the teambuilding process.

For sample reports of anyof our Discus^® reports, pricing or more information on the Discus^®assessment please contact us.

Opportunity: Inuit Tapiriit Kanatami - Director, National Centre for Inuit Education

2011-12-13T13:07:00.005-06:00

InuitTapiriit Kanatami (ITK) is the national voice of 55,000 Inuit living in 53communities across the Inuvialuit Settlement Region (Northwest Territories),Nunavut, Nunavik (Northern Quebec) and Nunatsiavut (Northern Labrador), landclaims regions. Inuit call this vastregion Inuit Nunangat. Founded in 1971,ITK represents the interests of Inuit on a wide variety of environmental,social, cultural, and political, issues and challenges facing Inuit on thenational level.

ITKis in the process of establishing a National Centre for Inuit Education tomanage the implementation of the recently released First Canadians,Canadians First: National Strategy on Inuit Education, the first-ever nationalinitiative focused on improving outcomes in Inuit education. This Strategy provides recommendations toaddress the achievement gap in Inuit education. ITK is seeking an energetic candidate for the position of Director, National Centre for InuitEducation to direct the establishment of the National Centre for InuitEducation and the implementation of the National Strategy on InuitEducation.

The Candidate will be responsible formanaging the design, development, implementation and monitoring of projects andinitiatives including the planning, budgeting, and establishment of theNational Centre for Inuit Education. She/hewill work closely with regional representatives from Regional Inuit Organizations(RIOs), regional Departments of Education and/or School Boards, the Governmentof Canada, National Inuit Organizations andexternal funding partners to implement the National Strategy on Inuit Education.

For more information, please click here or if you have any questions or wish to discuss this opportunity further, pleasecontact Brock Higgins at (613) 680-0077 or via email at brock@higginsinc.com.

Book Recommendation: The First 90 Days - Author Michael Watkins

2011-12-06T11:53:00.004-06:00

We provide this book to all new leaders that we place andthe feedback has been very positive. We highly recommend this book to allexecutives and managers starting a new job. The book is also recommendedfor those who are helping a leader transition into a new role. Itwill provide a good road map for navigating and transitioning effectively intothe new role. It is based on 3 years of research into leadershiptransitions.

The book provides good examplesand tools what will show you how to:

1. Assessyour strengths and weaknesses for the role and your personalvulnerabilities

2. Understand the situation and it's challenge & opportunities

3. How tohave a good relationship with your boss

4. How toget early wins

5. How tobuild your team and get support needed

For more information, please visit - www.first90days.com

Opportunity: Westbank First Nation - Manager, Human Resources & Administration

2011-12-01T13:54:00.002-06:00

With over 690 members and 9000 residents, Westbank FirstNation (WFN) is one of the seven bands that comprise the Okanagan Nation. With a proud history, rich in culture andtradition, the community is building a promising future through cultural,social and economic development. Locatedin the beautiful South Central Interior of British Columbia, just minutes fromKelowna, B.C., this self-governing First Nation’s mission is to provide anddevelop local community governmental services in the most efficient andeffective manner for the overall betterment of the membership and community.

This prosperous First Nation is seeking a motivated andskilled Manager, Human Resources and Administration that will welcome a varietyof challenges and opportunities to assist the WFN in fostering a workenvironment and organizational culture that brings out the best in people.

The Manager, Human Resources and Administration works incollaboration with department managers and staff to build capacity andfacilitate a positive and thriving customer service-oriented environment. Thesuccessful candidate is responsible for the development, implementation andmanagement of a variety of human resource and administration services andprograms, including: recruitment and retention, labour and employee relations,compensation, training and development, performance management, administrativeassistance and succession planning. She/he will develop, implement, and managea wide range of human resource and administration processes, policies andprograms while initiating best practices’ strategies.

For more information on this or other opportunities, please contact Brock Higgins at (613)680-0077 or via email at brock@higginsinc.com.

Higgins Executive Search Receives GOLD Level PAR Award

2011-11-24T15:34:00.000-06:00

On September 29, 2011 at the Ninth Annual Gala dinner in Vancouver, Higgins Executive Search was awarded with a GOLD level Progressive Aboriginal Relations Award (PAR) by the Canadian Council for Aboriginal Business (CCAB) for its relations with Aboriginal communities.

PAR is the first program of its kind in the world. Its purpose is to help organizations gauge and improve their commitment to Aboriginal relations, and to earn the right to use a hallmark to demonstrate their achievements.

PAR companies are certified by the National Quality Institute and are recognized nationally as leading corporate citizens that have proven the business case for sustainable Aboriginal relations. The PAR criteria assesses four sectors: employment, business development, individual capacity development, and community relations.

For an article regarding the September 29, 2011 CCAB PAR dinner, please see this article:

http://www.higginsinc.com/wcm-docs/resources/National_Post_Article_-_PAR_2011.pdf

Using LinkedIn as a Recruiting Tool

2011-03-31T15:02:00.000-05:00

LinkedIn is a valuable tool for promoting your career and/or business, building networks, keeping abreast of your industry and for sourcing and recruiting candidates for positions you have available in your organization. Five professionals, including Stan Higgins of Higgins Executive Search, contributed to this Focus.com guide on how to effectively use LinkedIn as a recruiting tool.

10 Best Practices for Using LinkedIn as a Recruiting Tool

Any Aboriginal professionals or people who conduct business with Aboriginal professionals are encouraged to join the more than 250 members who are sharing information and networking in the Aboriginal Professionals Network group on LinkedIn.

University of Manitoba - Executive Lead, Aboriginal Achievement

2010-11-05T15:48:00.001-05:00

The University of Manitoba offers students and faculty a vibrant learning community, exceptional facilities and the chance to explore ideas, challenge assumptions and turn theory into reality. With more than 30,000 students, faculty, and staff, and over 90 degree programs, the University plays a key role in the social, cultural, and economic well-being of our community and our world.

The University of Manitoba has been a long-standing leader in its commitment to creating opportunities for Aboriginal students to succeed in pursuing their dreams. The University has an established tradition of seeking to facilitate the success of Aboriginal students by offering programs which are accessible, interesting and relevant. In seeking to advance their aims even further, the University has highlighted "Aboriginal Achievement" as one of four pillars of the University's strategic planning framework.

The University of Manitoba is now seeking a transformational leader for the key role of Executive Lead, Aboriginal Achievement to drive the vision of "Aboriginal Achievement" and work with a variety of partners to establish Winnipeg as the national centre of excellence for Aboriginal education.

Labrador Inuit Capital Strategy Trust - General Manager

2010-10-13T12:06:00.003-05:00

Created in 2006, the Labrador Inuit CapitalStrategy Trust (LICST), a corporate body at arms-length from the NunatsiavutGovernment, is responsible for a large range of economic development activitieson behalf of the Beneficiaries of the Labrador Inuit Land Claims Agreement. Currently the LICST is seeking a seasonedGeneral Manager who will lead the organization to new heights.

The General Managerwill assess, develop and manage all potential and existing business operationsand relationships under the LICST portfolio. They will work in partnership and collaboration with all stakeholders whileplaying a vital role in economic and business development for the entireNunatsiavut Territory. S/he will have aproven track record in developing sustainable business partnerships and jointventures, and will possess excellent knowledge and skills in governance,financial assessment/ accountability, and negotiations.

Osoyoos Indian Band Development Corporation - Chief Operating Officer (COO)

2010-10-05T18:03:00.003-05:00

Higgins Executive Search is proud to be working with the Osoyoos Indian Band to help them find a seasoned business leader to contribute to the continued success and growth of the Osoyoos Indian Band Development Corporation.

Excellent Senior Human Resources Opportunity - Saskatoon, SK

2010-08-19T15:02:00.001-05:00

The Saskatchewan Indian Gaming Authority (SIGA) operates six First Nations casinos across Saskatchewan and entertains 3.6 million guests annually. As a respected community partner and an economic driver in Saskatchewan, SIGA has been recognized as the Business of the Year and is proud to be one of the provinces, "Top 15 Employers”. With a staff of over 2, 200, SIGA is considered the “Employer of First Choice” by more than 85% of employees. Recognizing the achievements and commitment of our workforce, the organization strives consistently to provide a work environment that promotes learning and development opportunities as well as rewards and a total compensation packages which attract and retain the best people. You can contribute to the future growth and success of this exceptional organization as Vice President, Human Resources.

VICE PRESIDENT, HUMAN RESOURCES
As a highly respected and dynamic leader you will have a vision and commitment to strategically align human resources goals and initiatives to enable SIGA to fulfill its mission and its vision for the future. Reporting to the President and CEO, the Vice President, Human Resources will lead five HR Directors and a team of over 25 professionals in serving their business units. As VP, Human Resources you initiate and implement best practices, processes and professional development throughout the organization. Your ability to foster a values-based culture that’s inclusive, collaborative and encourages employee development, high performance teams and inspirational leadership in the pursuit of SIGA’s goals will be essential in this role.

Why is Onboarding an Important New Term for your Organization?

2010-06-30T09:50:00.001-05:00

Although we are at the tail-end of a recession that has had global impacts, competing for talent will become increasingly difficult over the next ten years. It will take more time to attract and hire, and likely longer if you want to get the right individual to join your organization. In 2008, the B.C. Human Resources Management Association survey found nearly sixty percent of B.C. businesses identified recruitment as one of their top three challenges. According to the Conference Board of Canada, approximately thirty percent of Canada’s senior executives will be eligible to retire in the next three years. The same numbers are true for senior Aboriginal executives. Remember, these are the baby boomers born between 1946 – 1964. Like the rest of Canada, we did have a baby boom in the 60’s and unlike Canada; we have had a baby boom for the last 15 years. There is a shortage of the cusp generation or generation X and the upcoming talent at the executive and senior management levels in the country and in our communities and organizations.

This means that if you want to attract and retain either Aboriginal candidates or candidates with experience in Aboriginal communities, your organization will be competing with everyone else with a smaller pool of candidates to draw from. In addition to this challenge, there are new studies (Right Management Study) showing that one-third of all new managers will decide in the first 3 – 6 months that the organization is not the best fit for them, they don’t like it, are not treated-well, or are simply not happy and will plan their exit and leave in the first 18 months.

Costs associated with a bad hiring decision of a manager are estimated to cost the organization up to 10X the manager’s salary. Director costs include the recruitment, training time, relocation and severance. The average time a search firm such as ours takes to conduct a search is approximately 225 hours, but more difficult search projects take longer. I believe if it takes us 225 hours to complete the average search it is likely to take an organization more time due to lack of specialized knowledge and dedicated resources. Indirect costs include productivity to the organization, poor morale for the staff, and reputation. All those reporting
into the failed manager or executive are also affected in the transition. If the organization has sufficient turnover then if will become more difficult to attract new candidates and hire a qualified successor.

The right fit for your organization might be very different from the First Nation or organization just next door, although the need for the specific skills will appear to be the same on the surface. Necessary skills, knowledge, abilities and education are usually obvious for the roles you are hiring for. Behaviour, personality and an ability to fit in with the organizational culture are difficult to assess yet vital to the success of your recruitment strategy. You can’t motivate or teach someone to have the same values as the organization. You have to identify and hire the person with the skills, knowledge, abilities and values that match your organization, and then do your best to retain them. Recruiting the best talent is just the beginning. “The failure rate for new leaders who enter an organization from the outside is high. Executives from outside the company are not as familiar with the organizational structure and the existence of informal networks of information and communication” (First 90 Days). One of the key new areas for addressing this challenge and helping retention is onboarding.

Onboarding is a new term which has expanded on traditional orientation and is more comprehensive and tailored to each individual person hired. It makes sense that if it takes a great deal of time and money to identify, attract and hire new managers and executives then organizations can ill afford to have their newly hired leaders end-up frustrated and decide to leave within a year or so. Onboarding is the process that organizations put into place to integrate new employees and mitigate the risk of the hire being successful. When done successfully it also increases the time the person can start making meaningful contributions to the organization, accelerating their performance and enabling them to perform to their full potential.

There are three major objectives to onboarding:

1) Learning - understanding the organization and identifying the key stakeholders and their issues and agendas
2) Building effective relationships – communicating, networking, teambuilding both internally and externally
3) Meeting performance expectations – setting clear expectations and monitoring performance

Onboarding should start immediately as soon as the individual accepts the position. The new hire should receive a telephone call from their direct supervisor welcoming them to the organization. A new hire package should be couriered including: annual reports; newsletters; stakeholder information; information on the organization’s history; employee handbook; and any additional information that could assist in immersing the new manager in the organizational culture by sharing the organization’s vision, values, programs, services, strategies and objectives.

The organization should have someone at a senior level dedicated to assisting the newly hired manager with knowledge of all the key stakeholders. Assisting your new manager in establishing strong and effective relationships with staff and external stakeholders is important. It is imperative that the direct supervisor provide the new manager with clear expectations of the role and timely corrective feedback. Feedback should be prompt and consistent. A thorough explanation on who the key formal decision makers are and how decisions are made is key for the new manger. The best way for an organization to get the results they want is to tell the new manager exactly what they expect. Lastly, develop clear timelines of deliverables and the goals the new manager is expected to meet on the short term with regular on-going feedback.

Like many other activities, what you do in the beginning or up front can save you time and effort in the long run. Getting the “right” people in your organization and retaining them will determine your success.

Social Media / Web 2.0 / Online Marketing / Internet Marketing Buff?

2010-06-22T11:41:00.000-05:00

The Aboriginal Human Resource Council (AHRC) is as unique as you are. AHRC is a social enterprise with a focus on Indigenous inclusion and employer engagement. They create new inroads into corporate Canada; building company engagements and more effective inclusion strategies resulting in increased Aboriginal employment, procurement and corporate social responsibility. Building on the Council’s core competencies and its flagship program – Mastering Aboriginal Inclusion, you will help to develop a systematized approach for employers to climb the Inclusion Continuum, following self-help programs and online learning systems made available through our website. A new digital strategy will increase the Council’s reach and provide a more effective and relevant service offer to organizations in Canada and on an international basis.

The Director, Digital Marketing is a newly created role which will appeal to a highly innovative and technically savvy individual with a strong flair for marketing. Reporting to the Chief Operating Officer, the successful candidate will utilize their passion and skills for developing and managing marketing strategies using digital media, Web 2.0 and web-based multi-media visual presentations. As a highly skilled and specialized marketing and communications professional, she/he will foster creativity and seek to expand awareness of AHRC’s brand and mandate through the development of new marketing channels and a digital platform aimed at reaching Aboriginal and non-Aboriginal stakeholders.

View the job profile

Prepare Applications That Get Interviews

2010-05-28T12:38:00.001-05:00

An application will not necessarily get you the job but it serves as an important vehicle for scoring the interview.

In sales they say you need to get to know the needs of your potential buyer and then clearly demonstrate that you're able to satisfy their needs. Let's face it, your application is a sales tool and if you want to increase the chances of a sale, or in this case getting an interview, you have to demonstrate that if chosen to perform an advertised role that the organization's needs will be met. Therefore, applications should ALWAYS be custom tailored to the position.

Where to start? First, gather as much information as you can about the position and the organization as possible and print it off. You can collect information on the Internet, from the job advertisement, from the company's website and can even contact the organization and ask if they have a job description or any further information regarding the position which they can provide.

Now pour a cup of coffee and get yourself a highlighter and begin an informational review. Highlight any area which is relevant to your experience, skills, education, knowledge, values, beliefs, etc. Next, organize all of the highlighted areas into key themes.

Pour another cup and open up your resume and cover letter templates on your computer and start making the necessary adjustments to emphasize the key themes which you highlighted. If upon your review, you find that you are missing an important qualification for the role, address it in your application and provide a brief plan for overcoming this deficiency. Minimize any information on your resume and cover letter which the Selection Committee will find irrelevant, you want to keep their attention so that they read your entire application.

On to the third cup of coffee. This next recommended step would be to look at some of the company's public relations materials such as brochures, press releases, website, etc. You will find that most companies, as part of their brand, communicate in a specific manner, favouring certain words or statements and portraying a unique set of values and ethics; highlight these things. Again, you want to tweak your resume and cover letter to create a voice and feel which parallels that of the company. This step is often overlooked but is very important in demonstrating that as a candidate, you're a cultural match for the organization.

Now, go buy a few coffees and hand them out to your friends; ALWAYS have a second, third or even fourth pair of eyes have a look at your resume and cover letter before you send it out. You should try to pick a friend who is very detail oriented as well as one friend who has exceptional communication skills. Your detail oriented friend should be the last to review your application as they'll be best suited to pick up on the grammar and typos.

Your resume and cover letter is now ready to capture the attention of a Selection Committee.Was it a lot of work? YES! But this is your career and you will spend a minimum of 40 hours every week for the rest of your working life at a job. So invest the couple of hours necessary for your application stand out from the rest of the generalized templates and score the interview for that job you'd just love to have.

Canadian Museum for Human Rights - Executive Advisor, Aboriginal Relations

2010-05-12T10:09:00.001-05:00

The Canadian Museum for Human Rights is Canada’s newest national museum, scheduled to open in 2012 in Winnipeg, Manitoba. An “idea museum” with a strong focus on innovation, this institution is mandated to explore the subject of human rights with special but not exclusive reference to Canada. As such, the Museum is envisioned to be a national and international destination, a centre of learning where Canadians and people from around the world can engage in discussion and commit to taking action against hate and oppression.

With its doors yet to be opened, the CMHR’s vision includes Canada’s Aboriginal Peoples at all levels of the organization. The CMHR’s goals are to ensure that issues affecting Aboriginal Peoples achieve prominence in the institution’s agenda as well as to establish itself as an employer and business partner of choice for Canada’s Aboriginal Peoples and organizations across Canada. To assist the CMHR in achieving their goals and vision, they are currently seeking a dynamic – individual for the senior position of Executive Advisor, Aboriginal Relations.

Click here to view the job profile.

Customer Service Helps Bring Home the Bacon - By Jim Richardson, CEO, HEDC

2010-05-04T11:24:00.001-05:00

The past two articles by Jim Richardson really dealt with getting your business started. The focus of this article is on customer service….an important factor in attracting a loyal customer following, keeping your existing customers and attracting new customers.

It is important that you have a product or service that people want but you must be able to provide it to them when they want it and in a fast and efficient manner. So, hours of operation are a big factor in this aspect of customer service. That is why many convenience stores are open 24 hours a day. Some large grocery stores in major cities are also following that trend. For example, you can find a Loblaw store in downtown Toronto that is open 24 hours. Gas bars provide 24 hour service too as they focus on service. The Western Canada gas bar chain, Domo, operates on the slogan,”We jump to the pump for you”. You cannot go into business and survive without attracting a loyal customer following and keeping that customer base. Some businesses also have annual customer surveys where they ask for the customers feed-back on the service provided to them by the business. Then they tie that into a compensation package for employees.

For example, a poor customer survey response may mean that the employees receive less of or no bonus for the year. It would be a mistake to become complacent. That is, to assume that people will frequent your business just because you are the only option they have.

There are many examples of companies that have lost considerable business because of that. For example, sales fell considerably years ago for Harley Davidson because they did not concentrate on customer service and what the competition was offering. They did not believe that the Japanese could produce a motorcycle that customers liked. In this case, Honda entered the market and produced a line of motorcycles that severely cut into Harley Davidson sales. It took years for Harley Davidson to recover.

It does not matter where you are or the service you provide, you must provide customer service to grow. At HEDC we feel the same. HEDC will focus on customer service for all of its businesses. We want to develop a customer charter of rights. We want you to feel good when you buy our products or services and we want you to come back. To do that we will have the welcome mat out for you from the time you enter the store, the gas pumps, speak to someone on the telephone or visit one of our offices.

james.richardson@heiltsukdevco.com
I value your feedback!

Two Excellent Career Opportunities with Tribal Councils Investment Group

2010-04-19T08:41:00.001-05:00

With a vision to create a future where First Nations Peoples participate in the Canadian economy, Tribal Councils Investment Group (TCIG) was established in 1990. The founding seven Tribal Councils, representing fifty-five First Nations communities in Manitoba, combined their resources to establish a company with a strong foundation that would become one of the first of its kind in Canada. With a national reputation and a strong record of success and significant growth over the last twenty years, the TCIG group of companies now spans several industries.

Tribal Councils Investment Group (TCIG)
General Manager, Construction Solutions

In 2008, TCIG established First Canadian Water and Infrastructure Inc., (FCWI) and established joint ventures with CH2M Hill and Hugh Munro Construction. After completing several projects including water infrastructure, road excavation, construction of a new school and mine clean-up projects, the first year of operation has proven more successful than expected. With a mandate and commitment to work with First Nations communities to develop the local workforce and generate revenue by using local suppliers, FCWI creates opportunities for growth and prosperity for their clients. The long-term goal is to be able to complete any construction work that a First Nations community might require. Currently well positioned for continued growth, TCIG is seeking an energetic, career-minded General Manager to lead, develop and build on the
success that the company has achieved to-date.

Click to View Job Profile

Tribal Investment Group America
General Manager

TCIG, a growing and thriving corporation, is seeking an innovative and respected individual who will develop and manage a business expansion for a start-up operation. Tribal Investment Group America is a new venture that will serve the niche market of Tribal gaming throughout the US. Based in either Winnipeg, Canada or centrally in the US, the successful candidate will manage a high level of client interaction with US Tribes; establishing the new shareholders of an international buying group and maintaining strong business networks and relationships.

Click to View Job Profile

Taking Your Ideas To A Bank - by Jim Richardson, CEO, HEDC

2010-03-15T10:18:00.001-05:00

In the last article "So You Want To Start a Business", I wrote about developing your idea to start a business and the important step of convincing yourself and others that it can be successful. You must now take your idea to the next stage and that is to obtain the financing necessary to start your business. Many ideas are dropped and do not go any further because of that first meeting with a bank, credit union, aboriginal capital corporation or other financial institution. Preparing for that initial meeting is very important…and no, that is not why you get the H1N1 vaccination! Bankers can make you feel uncomfortable and discouraged but you can avoid this by really preparing for that initial meeting where you apply for a loan.

Getting a loan does not have to be a bad dream! Just remember the information and structure that convinced you that the idea was viable. Become very familiar with the business plan that you prepared or had someone prepare for you and know all there is to know about your business. The banker will get nervous if you go to a meeting and the person who developed the business plan does all the talking and seems to know more than you do about your business. Banks basically want to know the amount of money you need, what you are going to do with it and how you are going to pay it back. They will also want to know whether you have assets to cover the amount of money you need and they refer to this as security. This has become difficult for on reserve residents because lending insti-tutions cannot lay claim to your house or your land. For on reserve lending they place importance on the character of the individual and the soundness of the business as reflected in your business plan.

Your business plan should contain a good financial plan with a month to month outline for the first year of operation. Remember, you don’t have to be a financial genius to prepare the plan and if someone prepares it for you….make sure you are knowledgeable on all aspects of the financial plan before you go to see a banker! The financial plan should contain a projected balance sheet, income statement and cash flow statement. The plan should give you a picture of the money you expect to receive, what you plan to spend and when. The financial plan will tell you how much money you need to borrow and take from your savings to finance the business. You will need initial capital to cover your start-up costs which will include legal fees, deposits with utility companies, licenses and permits, machinery and fixtures, rental for premises, franchise fees (if required), opening promotion, etc.

You will also need working capital to operate your business. You need to purchase raw materials or merchandise for resale, purchase supplies, pay employees, etc. In short, you need working capital to keep on operating until you begin to make a profit. You will also need reserve capital for unexpected bills and to allow you to eat three meals a day, pay your rent or mortgage, buy clothing, etc. Banks will only lend to busi-nesses which can realistically meet cash needs to pay all debts as they are due, maintain working capital at a viable level, replace worn out facilities and provide for all the personal living expenses of the owner.

Banks and other lending institutions refer to what they call the “C’s” of credit. One of the more important C’s is Character. This basically refers to how a person has handled past debt obligations. The bank is able to obtain your credit history and thus determine your honesty and reliability to pay debts as they are due.

If you previously declared bankruptcy, it will be difficult to get a loan. The same applies if you have a bad credit rating because you did not pay your past bills. In these cases it will be important to show that you have improved in your ability to handle debt over the most recent couple of years. Another important “C” is Capacity and this refers to how much debt you can comfortably take on. To determine this, the income derived from the business and elsewhere is analyzed along with legal obligations that may interfere with repayment. The whole point here is to ensure that you have the ability to make monthly interest and principal payments on the loan as well as pay all the costs associated with operating the business. Capital is another important “C” and this refers to the current available assets of the borrower such as savings and investments or other assets that could be used to repay the debt in the event income from the business is not available. You will need to put some of your own money into the business. This is called equity and a lending institution will want to see some of your own investment in the business. They generally refer to this as a debt to equity ratio. For example, some lending institutions may want to see a debt to equity ratio of 4 to 1 for loans under $100,000. What this means is that you should come up with $25,000 of your own money for the project if you are asking for a loan of $100,000. Having an equity investment gives the bank a degree of comfort in knowing that you have some of your own money tied up in the project.

The information that we have discussed above will definitely prepare you for your meeting with a bank for a loan but…. even then there is no guarantee that they will grant a loan. When banks or other potential lenders say “no”, don’t panic! Ask questions, take notes and listen carefully because this is your chance to gather information which could help with approval next time or better prepare you to approach another lender. If you can identify weaknesses in your proposal, you can revise your business plan or the financing structure and succeed next time.

The idea is not to change the banker’s mind but to prepare you for the next time you ask a bank or someone else for financing. You may have to arrange for another meeting to deal with all of your questions which would include what factors pertaining to the business were not acceptable. Perhaps it is the type of business, the location, the products, employees, capitalization, management or other aspects of the business plan that made them uncomfortable. Was the negative reply due to the lender? Often lenders steer away from particular loans because of a previous bad experience in the industry or the type of loan. For example, some banks may not want to lend to restaurants because they have seen too many of their loans to restaurants fail in the last year. This has nothing to do with the quality of the loan application. In that case, you would be encouraged to approach another lending institution. You will want to ask what weaknesses need to be addressed and strengthened for the next loan proposal. In other words, was the lender’s rejection intended to be permanent, or can conditions or specific benchmarks change the response. Finally you will want to ask if the lender can make recommendations about where else you can apply for your loan. Based on my experience, many entrepreneurs who are now successful were turned down several times for a loan. They did not drop their idea because of it. They stuck with their dream and persevered. You to can do the same. Follow your dream!

Truth and Reconciliation Commission of Canada - Director, Inuit and Northern Sub-Commission

2010-03-08T11:51:00.000-06:00

With the appointment of a new Chair and two Commissioners, the Truth andReconciliation Commission of Canada (TRC) is moving forward to fulfill itsmandate by creating an Inuit and Northern Sub-commission. Over the next fiveyears the TRC will attend community events, organize a National Event in thenorth, and implement a strategy to gather as much information as possible aboutthe experience of the Inuit and other northern Aboriginal peoples concerningthe Indian Residential School experience and its legacy. The TRC will do thisby gathering statements directly from former students and others who have beenimpacted by IRS, and also by collecting relevant historical records.

As an integral part of fulfilling its mandate, the TRC has establishedan Inuit and Northern Sub-commission to ensure that Inuit and other northernsurvivors of the Residential Schools experience are fully consulted as part ofthe truth telling reconciliation process. The TRC recognizes that the legacy of the IRS system has had profoundintergenerational impacts on the Inuit and other northern Aboriginal peoplesand that it is important that those communities be approached and participatewithin their unique cultural, language and spiritual traditions. Reporting to the Executive Director and as amember of the executive committee, the TRC is seeking a key individual toprovide corporate, national leadership, strategic direction and focus to allTRC activities, events, communications and staff working with Inuit andnorthern communities and survivors.

View Job Profile (English/French/Inuktitut)

First Nations Financial Management Board (FNFMB) - Manager, Standards & Certification

2010-02-23T15:37:00.000-06:00

The First Nations Financial Management Board is a non-profit institute that provides tools and guidancethat will instil confidence in First Nations’ financial management and reporting systems to supporteconomic and community development. It was established as one of four national First Nationinstitutions under the recently approved First Nations Fiscal and Statistical Management Act (FSMA).

Since its inception in 2007, the First Nations Financial Management Board (FNFMB) has developedfinancial administration standards that meet the requirements of the First Nations Fiscal and StatisticalManagement Act (FSMA) and the interests of First Nations, taxpayers, investors and capital markets.With integrity, responsiveness, and relevance as fundamental tenets, the FNFMB offers services insupport of financial administration law development, financial management system certification, localrevenue account reporting, intervention, and capacity development.

THE CANDIDATE:
FNFMB is seeking a Manager, Standards & Certification responsible for assisting First Nations todevelop organizational financial management capacity, and for planning and coordinating certificationreviews of First Nations communities. Reporting to the Director of Standards and Certification, this rolewill facilitate and support First Nations in understanding what they need to successfully achieve andmaintain FNFMB certification. The Manager will plan, coordinate and monitor the work of independentreviewers, and, work with First Nations in developing and providing capacity development resources sothat they can achieve the standards established by FNFMB.

Click here to view the job profile

So You Want to Start a Business?

2010-02-22T09:59:00.003-06:00

Many of us have hadcountless ideas about starting abusiness. I have also had theexperience of being a banker andhaving people knock on my door fora loan to get their idea up andrunning. Having been on both sidesof the fence, so to speak, Iunderstand the perspectives of theentrepreneur trying to sell his or heridea and the banker looking for holesin the idea so as to protect the bank’sinvestment.

Remember, most peoplewho start a business and make itsuccessful are not any smarter thanyou or I. It is often said that successis the dividend of hard work, and inthe case of starting and growing abusiness, I believe that to be true.Yes, there can be some luckinvolved, but in the end it is takingforward your idea based on anunderstanding of what will makeyour business a success and theeffort you put in to making it asuccess.

Everyone has had a goodidea from time to time, but it has notgotten beyond their imagination or a brief mention to family or friends.My experience in dealing withentrepreneurs is that they havegenerally had more than one or twoideas that they have acted on. If youlook at the basic evolution of abusiness, it generally starts as beingconceived by someone who thenfollows up with researching the ideaand convincing themselves andothers that it is a viable idea.Finally, they achieve their ideathrough the business plan that theydevelop and use as their guide tomanaging the business. In otherwords, we can look at the evolutionof an idea as conceive it, believe it,and achieve it.

Let us take the idea of acoffee shop, say a Tim Horton’s.You noticed on your recent trip toNanaimo, when you stopped by aTim Horton’s, that cars were linedup waiting at the drive-thru andpeople were waiting inside to beserved. You think…what a greatidea if I were to open a Tim Horton’sin Bella Bella! You have conceivedyour idea; now you want to takeyour idea to the next step…tobelieve it is possible.

It is natural to becomeemotionally attached to your idea,but you must become a critic as wellin order to convince yourself andothers that it is possible. You willhave to convince others, too, becauseyou will need financing or otherforms of assistance to convince theTim Horton’s corporation that youcan run a successful franchise here –construct the restaurant, hire theworkers, and get it up and running.To do this, you must research youridea and find answers to numerousquestions such as, do you have alocation where you can build yourrestaurant? Can you get the workersneeded? Can you get enough customers to generate the revenuerequired to pay back your loan, payyour employees, buy your supplies,pay your utilities, and pay yourself?Remember, you must sell a lot ofcoffee and donuts to make thathappen!

Once you have convincedyourself that the business can besuccessful, then you will have to putmore structure to the research youdid by preparing a business plan.You need a business plan to moveforward. Don’t fret if you knowlittle about a business plan, becauseyou can get help in putting yourbusiness plan together. Theimportant point is that you have donethe research necessary to convinceyourself and others that you canattract enough customers and sellenough coffee and donuts to make aprofit after all expenses are paid.The business plan is basically a mapthat lays out your route to success.As the famous ballplayer Yogi Beraonce said, “If you don’t know whereyou are going, you will end upsomewhere else.” The business planwill outline a strategy to attract andkeep your customers and lay out abudget which basically identifieswhere your revenue will come fromand the costs associated withoperating your business.

Now, armed with yourbusiness plan, approach a bank.

Article by Jim Richardson, CEO of the Heiltsuk Economic Development Corporation (Bella Bella, BC)

http://www.heiltsukdevco.com/files/HEDC-newsletter-sept-09.pdf

UCCM Anishnaabe Police - CHIEF OF POLICE

2010-02-16T10:20:00.000-06:00

Established in October 1995, the U.C.C.M. Anishnaabe Police provides policing services to six member First Nation communities of the United Chiefs and Councils of Manitoulin. The service area is an Anishnaabe population of approximately 2,500 which is geographically dispersed over 100 kms on Manitoulin Island, located in beautiful Northern Ontario. U.C.C.M. Anishnaabe Police has established itself as an employer of choice by continuously striving to be the centre of excellence in First Nations policing and providing a challenging and rewarding work environment. This has resulted in many opportunities for growth, strong healthy relations with internal and external stakeholders, a highly trained and committed team, and nearly 100 percent employee retention.

The long term vision of U.C.C.M. Anishnaabe Police Service is to be a partner in community wellness by providing proactive, culturally sensitive, and innovative service while respecting existing laws, customs and traditions. To help fulfill this vision, the U.C.C.M. Anishnaabe Police Service is seeking a dynamic, passionate and inspirational policing leader who is committed to making a difference in Anishnaabe communities. To accomplish this goal, the successful candidate will lead the change effort in implementing a unique and custom tailored service delivery model for community safety and wellness which includes Anishnaabe restorative justice and traditional peacekeeping philosophies.

The Chief of Police, under the direction of the Police Board, will be responsible for managing, planning, organizing and coordinating the work of sworn officers and civilian personnel in day to day operations. The Chief of Police will work closely with a variety of community stakeholders in strategic governance as well as establish, implement and manage operational policies and procedure in keeping with legal requirements, ethics, and professional standards consistent with the overall mission, values, and goals of the Service.

Click here to view the job profile

Weeneebayko Area Health Authority seeks a President and CEO

2010-02-11T12:55:00.001-06:00

Covering the western side of the James Bay coastal region in Northeastern Ontario, WAHA was created through the historic Weeneebayko Area Health Integration Framework Agreement, a first of its kind agreement that integrated federaland provincial health services under a First Nations community-controlled organization. WAHA continues to oversee theintegration of the James Bay and Weeneebayko General Hospitals that serve the First Nations communities of:Peawanuck, Attawapiskat, Kashechewan, Fort Albany, Moose Factory (MoCreebec) and the municipality of Moosonee.

Responsible for a regional population of 11,500 predominately Cree First Nations individuals, the Weeneebayko AreaHealth Authority (WAHA) represents the qualities and characteristics of the people of James Bay and Hudson Bay. WhenIntegration is complete, it will include a huge part of the Cree culture as it relates to health care in this region -geographically, medically and spiritually. Through partnerships with a number of educational institutions and surroundinghealth authorities, WAHA will have leading edge health facilities and practices including excellence in TeleHealth. Asrepresentatives of the peoples of the Mushkegowuk Territory, WAHA is dedicated to continually enhancing the provisionof health care services and promoting healthy lifestyles through a well-planned blend of traditional and modern practices.

WAHA is seeking an experienced and engaging senior healthcare leader who thrives on strategy development andchange management. Reporting to the Board of Directors, the President & Chief Executive Officer will lead and facilitatethe integration of the Weeneebayko and James Bay General Hospital

Click here to view the job profile

Inclusion as a Vision: A New World of Opportunity

2010-01-22T10:32:00.006-06:00

In the next decade, as baby boomers continue to retire, the Aboriginal Human Resource Council is awakening more employers’ to the fastest growing labour market solution-- the baby boom of First Nations, Métis and Inuit talent across Canada. Overcoming barriers, making connections and creating partnerships will make this a lasting reality...

To read this entire editorial from the Aboriginal Human Resource Council, please visit: http://www.aboriginalhr.ca/en/media/editorials

How To Develop Partnerships with Aboriginal Canada - An Interview with Michele Baptiste

2009-12-30T10:05:00.005-06:00

One website which we regularly visit is www.nationtalk.ca. This morning I listened to an interview of Michele Baptiste National Manager, for Aboriginal Relations at ScotiaBank. She spoke about the importance and value of developing meaningful partnerships with Aboriginal communities and businesses. Click here to listen to the interview.

The War for Talent is Real and There’s a Solution – Investment in our Aboriginal Workforce

2009-12-11T09:45:00.006-06:00

There is no doubt that there is a “War for Talent” in Canada’s workplace. The statistics are alarming and with the looming retirement of Baby Boomers, strict immigration laws, and the economy, the war will only get fiercer in the years to come. The good news is that smart employers in Canada have a secret weapon… Aboriginal professionals and labourers. Gone are the days you can’t find a qualified Aboriginal candidate for just about any job. Aboriginal peoples in Canada are getting more and more educated, demographic wise Aboriginal people are growing faster than any other population in Canada, their industries and businesses are growing much faster than the Canadian average, and they have unique perspectives which are in-line with the emerging trend of caring leadership.

Entrepreneurship among Aboriginal business people is growing at a rate nine times that of the mainstream population – Aboriginal Business Canada report 2002

So what are some ways to attract and retain the best Aboriginal staff?

Have executives, board members and management attend Aboriginal cultural and historical awareness training. Today’s business leaders tend to be bubble Generation X’ers, Baby Boomers, and Traditionalists and unfortunately the large majority of Canadians who belong to these age categories were deprived of a truthful, honest, and open education on the history of First Nations peoples and realities of colonization. I have seen real transformations occur as a result of this training. Once a person’s eyes are open to the reality of Aboriginal cultures and histories, a real passion for, appreciation for the strengths of, and desire to invest in Aboriginal peoples occurs.

Start the process of getting certified in Progressive Aboriginal Relations (PAR) through the Canadian Council for Aboriginal Business (CCAB) and the National Quality Institute. A certification in PAR shows your true commitment to Aboriginal peoples and organizations and. Organizations with this designation are accountable for following through with their commitment to work with Aboriginal peoples, organizations and communities in a good way. Aboriginal people and organizations will definitely look more favourably on working for or doing business with a company which is PAR certified. www.ccab.com

Invest in the Aboriginal community. You can do this in various manners, some ideas could be; reserve space for Aboriginal apprentices, sponsor a scholarship opportunity for Aboriginals, volunteer at Aboriginal community events, sponsor and attend a golf tournament for a local or relevant Aboriginal organization, choose to do business with Aboriginal suppliers, etc. Investment in Aboriginal youth is a smart investment; youth will remember your organization as one that helped them in a positive and meaningful way when they were younger. This will instil a positive image of your company and you will be viewed as an employer of choice once these youth are ready to enter the workforce. Aboriginal peoples put a very high value on youth and therefore a meaningful investment in Aboriginal youth will also be appreciated by the community as a whole.

Attend and sponsor Aboriginal workshops, seminars and conferences. Attend Aboriginal conferences relevant to your industry. Go as a participant as opposed to a trade show booth operator. As a result, you will be involved workshops and seminars where you’ll hear from Aboriginal leaders as well as interact meaningfully with delegates. By doing this you will develop a feel for the pulse of what’s happening in Aboriginal country and you’ll meet Aboriginal all-stars who you may want to hire or do business with. By sponsoring the conference, your company will receive positive public relations.

Hire qualified Aboriginal professionals for senior management, executive and board level roles. Trend setting organizations such as IBM and Royal Bank have Aboriginal professionals contributing at executive levels. If an Aboriginal applicant for a starting position within your organization looks up the ladder and can’t see a reflection of themselves at the senior management, executive or board level, they will recognize your organization as having a glass ceiling. Having well qualified Aboriginal leaders contributing in a real way throughout your senior ranks is essential to attracting and retaining Aboriginal workers within lower to mid-level positions.

Remove systemic barriers as much as possible. Let’s face it bona fide occupational requirements (BFORs) are often misleading. We state that a position requires an MBA or Master’s level education. However, the truth of the matter is that an education does not equate to results. Look at some of the most successful people in the world; many don’t have post-secondary or even high school educations. Hiring for results, cultural fit and potential are now considered best practices. The fact is there are a lot of educated and experienced Aboriginal professionals out there, but Aboriginal people in general have lower education levels than the rest of Canada and that has translated into a lack of opportunities. We need to remove as many systemic barriers as possible to open doors to less “qualified” Aboriginal candidates who still have the ability to perform and contribute.

Above are just some suggestions for effectively transforming your organization into one which attracts and retains excellent Aboriginal employees. Now is the time to start investing in attracting and retaining Aboriginal professionals and labourers. It’s a real solution which will strengthen Aboriginal peoples and communities, our economy and Country as a whole and contribute positively to your company’s culture and bottom line for many years to come.

By the year 2017, the potential of engaging Aboriginal people in the nation’s workforce can increase Canada’s GDP by $160 billion – Centre for the Study of Living Standards

Northwestel is Seeking a Director of Aboriginal Relations

2009-11-30T13:41:00.001-06:00

For over 60 years, Northwestel has served the largest operating areas in the Western hemisphere and become thecommunications and entertainment leader for northern Canadians in 96 communities throughout the Yukon, theNorthwest Territories, Nunavut, Northern British Columbia and High Level, Alberta.Much of Northwestel’s success can be attributed to a philosophy that employees are the organization’s single mostimportant asset. Northwestel promotes a culture which provides employees with an opportunity to join a dynamiccustomer-focused team that listens and responds to changing customers’ needs and expectations. The organization hasa strong commitment to continuous improvement and a goal to be one of Canada’s 50 Best Employers by 2011.

As Northwestel works towards their vision for 2011, they will see a transformation – through employees, they will improvetheir relationships with customers and achieve operational excellence. The organization values their Aboriginalcustomers and has made a commitment to develop long term mutually supportive business relationships; supporteconomic development in the north and growth of Aboriginal owned businesses; and promote communication inresponse to social, economic and environmental issues that are of mutual concern to Aboriginal peoples andNorthwestel. Embracing this comprehensive and ambitious strategy, Northwestel is seeking an energetic, career-mindedprofessional as the Director of Aboriginal Relations who will assume the responsibilities to lead, develop, and build on thesuccess this vision and strategy has had so far to to-date.

To learn more about this exciting opportunity click here.

Free Online Resource for Aboriginal Job Postings

2009-11-16T16:30:00.007-06:00

Today we would like to share an excellent online resource for posting Aboriginal job postings. Whether you're a non-Aboriginal organization looking for Aboriginal talent or an Aboriginal organization looking to fill positions, the Aboriginal Canada Portal's FREE Job Centre should be on your list of online posting sites.

The most external redirects our website receives is from the Aboriginal Canada Portal. We receive more redirects from the Aboriginal Canada Portal than any other paid online posting service we use.

www.aboriginalcanada.gc.ca

A List of Interview No No's

2009-11-10T14:48:00.007-06:00

This post is for HR or hiring managers. If you and/or the selection committee are not prepared, you can easily destroy an interview by asking the wrong questions or acting inappropriately. Please read this document carefully and avoid potential incidents.

1. Stay Away From Inappropriate Humor

Jokes, anecdotes, and witticisms are the most readily misunderstood means of communication and should generally be avoided in interviews. Any jokes on sensitive matters (gender, age, nationality, religion, sexual orientation, etc.) are rarely acceptable in an interview process. There are exceptions to the rules as many Aboriginal organizations may provide preference to Aboriginal candidates or religious organizations may provide preference to candidates of the same religious belief; ensure you double check with your legal counsel before assuming questions of the above nature are acceptable to ask.

2. Be Careful Asking About Age

The only times it is appropriate to ask about age is when it’s a requirement of job duty, or to determine if a work permit is required. Do not even inquire about the year someone graduated high school; it can be interpreted as an attempt to determine age. If you need to ask about age, phrase your question as follows: “Are you at least 18 years of age?”

3. Do Not Ask About Religion or Sexual Orientation

Although some candidates may volunteer religious or sexual orientated information in an interview, you still need to be careful not to discriminate. Ask questions that are relevant to work experience or qualifications. Also avoid questions about religious holiday celebrations.

4. Do Not Discriminate Based on Health or Disabilities

You may not ask about smoking, health related questions, or disabilities in an interview.

5. Be Careful Asking About Race, National Origin, or Gender

It is usually not appropriate to ask questions in regards to race, color, national origin, or gender. However, some minority run and focused organizations may be an exception to this rule. If you are unsure if you are exempt from discriminating based on race or national origin, please consult an attorney for advice before the interview.

6. Avoid Inquiries About Marital Status, Children, Personal Life, and Pregnancy

You may not ask question on these topics. These kinds of questions could be tempting to ak if you are interviewing for a position requiring travel or long hours; however, you can only explain travel and/or work requirements and confirm that the requirements are acceptable. If you believe you have an exception to this rule, consult an attorney prior to interviews.

7. Keep Cellular Phones Off or Completely Silent

One of the most distracting and disrespectful things an interviewer can do is let their cellular phone interrupt an interview process this includes: letting your phone ring or vibrate, reading or responding to texts or emails, or answering the phone. You are most likely a very important person in your organization but you owe it to the candidate who is already overwhelmingly stressed, your full attention. Designate a person to screen your phone calls with permission to only interrupt you should there be an emergency and turn your phone off or to a setting of complete silence. Remember that at one time cell phones didn’t exist.

8. Don’t Do Anything You Would Not Appreciate if You Were the Candidate

Treat others as you would like to be treated. Remember that a job interview is one of the top 10 life stresses for the average person and that they are interviewing you and your organization at the same time.

A Question You Can Ask - The Secret Weapon

"Is there anything in your personal or professional life which may impact your performance and that, as perspective employers, we should know about?"

This is your best bet for asking candidates to reveal personal information about themselves without being discriminating. This question is 100% valid because it is tied directly to performance and does not ask about any one specific "off-limit" topic.

Welcome to the Higgins International, Inc. - Aboriginal Recruitment Blog

2009-07-07T15:15:00.001-05:00

Welcome and thank you for visiting our Blog. After ten years of specializing in Aboriginal senior management, executive and board level recruiting, Higgins International, Inc. has acquired a many resources, experiences and knowledge; this Blog is our opportunity to share those things with you. Our goal is to provide valuable posts which will benefit Aboriginal and non-Aboriginal companies, communities, agencies, associations, and professionals.

We have committed to weekly updates, so be sure to visit often!