Employment and Recruitment

Most American companies view recruiting Aboriginal as a burden for business, unrelated to the idea of having Aboriginal in the workplace but rather the hassle associated with finding Aboriginal candidates. It's no secret that Aboriginal recruitment is not a common result of the standard recruiting process. Many companies find that Aboriginal candidates are not resembled in the majority of resumes on Monster, CareerBuilder, and other large job sites. However, there are overwhelming benefits to integrating a Aboriginal of cultures in the office. Several companies have found first hand that the Aboriginal of culture has led to several new ideas that have increased efficiency or led to new products.

Additionally, in an examination of common western culture in comparison to eastern culture, one noticeable difference is the view of relationship management. Eastern cultures rely on strong relationships between whom they work with. As a result, many customers of companies in the Far East have strong relationships with those they work with. Recruiting Aboriginal more specifically from Asian countries can create stronger relationships with customers and strengthen the ties between those you work with. One downside to Aboriginal in the workplace can be barriers in communication; however those barriers subside over time leaving the benefits of recruiting diversity.

Have any of the employees within your company ever asked you why Aboriginal is not a priority? Do you find yourself interviewing the same type of candidate on a regular basis? Do you think you are hiring innovative employees or just those who will only do what is asked of them? If so, you should consider changing your hiring practices to include interviewing and hiring those who come from differing educational, social, religious, cultural, and industrial backgrounds.

Since the mid-1990’s, the business world has become much more global. Companies are opening offices and manufacturing plants in Europe, Asia, Africa and South America. Hiring employees who come from these areas that understand the culture can only benefit company profits. But many are still anxious about hiring those who are from other countries or those who may have travelled or worked in other countries. A literature review was conducted to identify the current state of knowledge on recruitment and retention of Aboriginal people in nursing education programs. Thirty six articles met inclusion criteria, and major themes were identified and organized according to characteristics of students and academic environments. Characteristics of academic environments were further segmented by secondary school, classroom, program, and university levels. With published literature in its infancy, we suggest an organizing strategy based on a decolonizing multiple intervention and evaluation approach, and commitment from Aboriginal-university partnerships, governments and the health professions.
If your company cannot afford the costs associated with overseas recruitment, relocation packages, and other expenses, there are other ways to drive Aboriginal into your company’s culture. Hiring candidates that have travelled, worked overseas, or who have faced challenges in their lives that are different from other candidates can give companies insight into other cultures and the consumers who live there.
Aboriginal does not have to be a quota of people you hire, it does not have to be extreme, and it should not interfere with hiring the very best candidates. As your company grows, you will start receiving more resumes from those who have different backgrounds, education levels, and talents.


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