b'TALENT RETENTIONDrawing on INDIGENOUSTALENT By Bryan HansenA s t l h i e g r e a tT heCOVID-19pandemicsentmarker of organizational success. The shockwaves through the globalquestion that looms large is: How can r e s g n a t i o nworkforce,leavingalastingorganizations effectively retain their impactonjobavailability,Indigenous talent in the post-COVID u n f o d s , s o m eemployeesatisfactionandworld while also ensuring that their voices c o m p a n i e sengagement levels. This seismic shiftare not only heard, but also amplified?has given rise to what experts term the a r e t a k i n g agreat resignation, where workers, inAboriginal Business Report looks at three substantial numbers, are choosing tocompanies certified through Canadian c o m p r e h e n s i v eembark on career changes, and a subtlerCouncil for Aboriginal Business (CCAB) a p p r o a ch t ophenomenon known as quiet quitting,Progressive Aboriginal Relations (PAR) where employees opt to remain in theirprogram and the steps theyve taken s o u r c e , t r a i njobs doing the bare minimum.in this area. There are now almost 200 Canadian companies registered in the a n d r e t a i nAmidstthesewavesofchange,PAR program.Indigenous workerswho have histor-I n d i g e n o u s t a l e n t ically faced substantial barriers and discrimination in the labour marketareCAMECO CORPORATIONencountering even greater challenges.(PAR GOLD) These hurdles include navigating culturalBuilding trust through collaborationdifferences, confronting stereotypes, andCameco, a uranium fuel provider, is one grappling with a pervasive lack of repre- of Canadas largest industrial employers sentation within their workplaces.of Indigenous people. In large part, this is because their journey began with a In this evolving landscape, the art ofclear dedication to building trust and retaining Indigenous talent has takeninvesting in the Indigenous communi-on newfound significance as a definingties where they operate. 58A CCAB PUBLICATIONFall 2023'