Attitudes and behaviors of mining sector employers towards the Indigenous workforce

Workforce Localization in the Arab Gulf Countries: How Do Organizations Socialize the Members of a Powerful Minority?

“…NCs are commonly hired or promoted into positions and then supported in their education, training, and development needs to meet the necessary qualifications [9]. Key skills training and development practices have been found to facilitate diverse employees' adjustment in the workplace, such as migrants [46,56] and Canadian indigenous employees [24]. Diversity awareness training facilitates the successful OS of diverse group members because it builds a common understanding of the value of diversity, helps to build social cohesion, and results in improved individual and organizational outcomes [57].…”

“…It has been suggested that cultural training could be used for all employees to facilitate migrants' OS [58]. Supervisor training has also been used to facilitate OS of minority members in the Canadian mining industry: Educating supervisors about indigenous cultures and realities had positive effects on retention and work climate [24]. Employers should provide training to raise managers' awareness of minority groups' challenges and provide them with the skills to promote inclusive environments and address unhelpful or unacceptable behavior [59].…”

“…The fact that six out of our 14 participating organizations used coaching suggest that these organizations are among those that take WL very seriously. Coaching minority members has been identified as a beneficial practice for the indigenous workforce in the mining industry [24]. Coaching and mentoring programs are effective tools to promote diversity, as non-directive learning delivered through one-to-one meetings can be a powerful way to develop people, but these relationships should be offered to all employees to avoid favoritism [59].…”

“…From the literature on global mobility, we know that job clarity and autonomy help expatriates to adjust to their new job [64,65] and reduce their time to proficiency [66]. Canadian organizations modified the working schedules of the indigenous employees as a retention strategy, and reported the same challenges related to scheduling difficulties and tensions between employees who enjoy these options and those who don't [24].…”

“…Minority members are provided with less information about the operations and the politics of the organization [19], have more difficulty adapting to and attaining organizational norms and values created by the majority [20], are less likely to be accepted and tolerated when they express criticism [21], have fewer and less-established networks within the organization [22], and are more likely to be harshly evaluated [23]. In existing literature, however, employers do not necessarily spend significant efforts and resources to socialize the members of the minorities [24].…”