Applications of organizational integration measures to promote the perceived insider status (PIS) of indigenous employees
| Reaching a critical mass of indigenous employees | Have a critical mass of Indigenous employees allows them to refer to fellow colleagues sharing a history and culture and to benefit from mutual support; it favors a feeling of pride for hired friends and family members improving their living conditions | Caron et al. (2019), Ewing et al. (2017), Haar et al. (2012), Haley and Fisher (2014), Loxton et al. (2012) and Rerden and Guerin (2015) |
| Use recruitment means that have proven effective in indigenous contexts: liaison officers, local and social medias, paper forms, selection committees with Indigenous or culturally trained members, situational and behavioral interviews | Day et al. (2004), Ewing et al. (2017), Haley and Fisher (2014), Hunter and Gray (2006), Jain et al. (2000), Jose (2013), Maru and Davies (2011), Rerden and Guerin (2015), Russell (2013) and Thiessen (2016) | |
| Promoting equity and participation | Provide indigenous employees with equal wages and equal access to career development opportunities, advantages, compensations, awards and decision making power | Crawley and Sinclair (2003), Ewing et al. (2017), Haley and Fisher (2014), Howlett et al. (2016), Hunter and Hawke (2002), Kunz et al. (2000), Lai et al. (2018), Loxton et al. (2012) and Roche et al. (2018) |
| Developing skills | Hire indigenous or culturally trained mentors (modeling, counseling, motivational and friendship functions) | Daly and Gebremedhin (2015), Day et al. (2004), Dwyer (2003), Ewing et al. (2017), Haley and Fisher (2014), Jose (2013), Lai et al. (2018), Loxton et al. (2012), Rerden and Guerin (2015) and Russell (2013) |
| Develop personalized career pathways to indigenous employees | Lai et al. (2018) and Russell (2013) | |
| Focus on hands-on rather than theoretical training, to better correspond to indigenous ways of learning | Barnhardt (2005), Haley and Fisher (2014), Jose (2013), Kawagley (2006) and Loxton et al. (2012) | |
| Collaborate with indigenous communities in the development of training programs | Haley and Fisher (2014), Lai et al. (2018) and Loxton et al. (2012) | |
| Assigning meaningful tasks | Assign functions allowing indigenous employees to contribute to their community’s well-being | Brown and Fraehlich (2012) |
| Assign tasks that are respectful of the environment, given indigenous employees’ connectedness to the land | Haley and Fisher (2014), Kunz et al. (2000), Lawrence (2005), Loxton et al. (2012), McRae-Williams and Gerritsen (2010), Pearson and Daff (2013) and Ruwhiu and Elkin (2016) | |
| Maintaining good work relationships | Ban racist behaviors, as indigenous employees would rather not work than be victims of inappropriate behaviors | Biddle et al. (2013) and O’Faircheallaigh (2006) |
| Implement mandatory cultural awareness programs for all employees; develop contents of cultural awareness programs with communities | Brereton and Parmenter (2008), Burgess and Dyer (2009), Chesley (2016), Crawley and Sinclair (2003), Day et al. (2004), Ewing et al. (2017), Ferdinand et al. (2014), Haley and Fisher (2014), Jose (2013), Lai et al. (2018), Lawrence (2005), Mills and Clarke (2009), Parmenter and Trigger (2018), Rerden and Guerin (2015) and Russell (2013) | |
| Organize activities unrelated to work and focusing on indigenous cultures | Daly and Gebremedhin (2015), Rerden and Guerin (2015) and Thiessen (2016) | |
| Involve indigenous mentors or supervisors in dispute settlement | Burgess and Dyer (2009) and Rerden and Guerin (2015) | |
| Facilitating work-life balance | Organize family and community events valuing the bonds of indigenous employees with their extended family and larger social network | Daly and Gebremedhin (2015), Haar and Brougham (2011), Haar et al. (2012), Hunter and Hawke (2001), McRae-Williams and Gerritsen (2010) and Thiessen (2016) |
| Accommodate indigenous employees in their practice of cultural activities | Brereton and Parmenter (2008), Brougham and Haar (2012), Gibson and Klinck (2005), Haley and Fisher (2014), Haar and Brougham (2013), Harris et al. (2016), Kuntz et al. (2014), Lai et al. (2018), Lam et al. (2002), Lawrence (2005), Love (2017), Loxton et al. (2012), Maru and Davies (2011), McRae-Williams and Gerritsen (2010), Pearson and Daff (2013), Rodon and Lévesque (2015) and Young and McDermott (1988) | |
| Establish a cultural center providing information on indigenous cultures and a culturally safe work environment | Brereton and Parmenter (2008) and Russell (2013) | |
| Providing employment security | Offer permanent jobs, as short-term contracts can generate stress and ungratefulness in Indigenous employees; respect the preference of some Indigenous employees to work sporadically to more easily pursue traditional activities on the land | Day et al. (2004), Haley and Fisher (2014), Lai et al. (2018), Loxton et al. (2012), McRae-Williams and Gerritsen (2010) and Rerden and Guerin (2015) |
| Fostering support from community | Encourage family support, promote Indigenous models and success stories | Brereton and Parmenter (2008), Burgess and Dyer (2009), Maru and Davies (2011), McRae-Williams and Gerritsen (2010), Rerden and Guerin (2015) and Rodon and Lévesque (2015) |
| Organize awareness-raising activities regarding the benefits of Indigenous involvement in the labor market | Burgess and Dyer (2009), Haar et al. (2012), Haley and Fisher (2014), Jose (2013), Lawrence (2005), Loxton et al. (2012), Maru and Davies (2011), Parmenter and Trigger (2018), Pearson (2000) and Russell (2013) | |
| Contribute to the economy of indigenous communities by buying local goods and services, donating to non-profit organizations and sponsoring events | Haley and Fisher (2014) | |
| Monitoring of practices | Develop and implement employment policies and practices in collaboration with indigenous communities, taking into account that cultures are dynamic and that needs evolve | Brougham and Haar (2012), Day et al. (2004), Ewing et al. (2017), Haley and Fisher (2014), Jose (2013), Kuntz et al. (2014) and Rerden and Guerin (2015) |
| Reaching a critical mass of indigenous employees | Have a critical mass of Indigenous employees allows them to refer to fellow colleagues sharing a history and culture and to benefit from mutual support; it favors a feeling of pride for hired friends and family members improving their living conditions | |
| Use recruitment means that have proven effective in indigenous contexts: liaison officers, local and social medias, paper forms, selection committees with Indigenous or culturally trained members, situational and behavioral interviews | ||
| Promoting equity and participation | Provide indigenous employees with equal wages and equal access to career development opportunities, advantages, compensations, awards and decision making power | |
| Developing skills | Hire indigenous or culturally trained mentors (modeling, counseling, motivational and friendship functions) | |
| Develop personalized career pathways to indigenous employees | ||
| Focus on hands-on rather than theoretical training, to better correspond to indigenous ways of learning | ||
| Collaborate with indigenous communities in the development of training programs | ||
| Assigning meaningful tasks | Assign functions allowing indigenous employees to contribute to their community’s well-being | |
| Assign tasks that are respectful of the environment, given indigenous employees’ connectedness to the land | ||
| Maintaining good work relationships | Ban racist behaviors, as indigenous employees would rather not work than be victims of inappropriate behaviors | |
| Implement mandatory cultural awareness programs for all employees; develop contents of cultural awareness programs with communities | ||
| Organize activities unrelated to work and focusing on indigenous cultures | ||
| Involve indigenous mentors or supervisors in dispute settlement | ||
| Facilitating work-life balance | Organize family and community events valuing the bonds of indigenous employees with their extended family and larger social network | |
| Accommodate indigenous employees in their practice of cultural activities | ||
| Establish a cultural center providing information on indigenous cultures and a culturally safe work environment | ||
| Providing employment security | Offer permanent jobs, as short-term contracts can generate stress and ungratefulness in Indigenous employees; respect the preference of some Indigenous employees to work sporadically to more easily pursue traditional activities on the land | |
| Fostering support from community | Encourage family support, promote Indigenous models and success stories | |
| Organize awareness-raising activities regarding the benefits of Indigenous involvement in the labor market | ||
| Contribute to the economy of indigenous communities by buying local goods and services, donating to non-profit organizations and sponsoring events | ||
| Monitoring of practices | Develop and implement employment policies and practices in collaboration with indigenous communities, taking into account that cultures are dynamic and that needs evolve |
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