• Determining where you are, where you are going and how you are going to get there are critical questions to answer before Indigenous communities take action on HR and workforce priorities
  • Working in a respectful, trusting way with Indigenous communities and taking the time to learn and understand their governance, history, language, culture are the first requirement in building capacity and an effective strategic approach to HR and workforce strategy
  • Information – data and knowledge collection, information management and utilization – is a key part of Indigenous capacity building and HR and workforce strategy development. This has to be conducted in a culturally sensitive way, adhering to CAPTM principles
  • Execution of Indigenous HR and workforce strategy requires a solid implementation plan that clearly articulates leadership, project management, roles, resources, timelines and phasing, monitoring and reporting, evaluation, etc. of the HR and workforce strategy
  • Accountability for use of resources and results of HR and workforce strategy and execution are critical. Having a clear logic model, data tracking/monitoring/reporting procedures, clear, relevant KPIs, and reliable performance evaluation will give Indigenous governments’, community members’, funders’ and partners’ needs confidence in your accountability