Navigating the Labour Landscape: Insights from the Survey on Current and Potential Employers of First Nations and Inuit Workers in Quebec
The First Nations Human Resources Development Commission of Quebec (FNHRDCQ) has released its comprehensive report, Survey on Current and Potential Employers of First Nations and Inuit. This crucial study, conducted on behalf of the First Nations and Inuit Labour Market Advisory Committee (FNILMAC), offers an in-depth assessment of the regional workforce landscape, highlighting the specific challenges and opportunities surrounding the recruitment and retention of Indigenous talent across Quebec.
Understanding the Context and Scope
A total of 497 businesses and organizations were surveyed to create a representative picture of the current market. The survey sample includes a diverse mix of employers:
Private Businesses: Comprising 58.4% of the surveyed group, with nearly one-fifth operating in the wholesale and retail trade sectors.
Public & Non-Profit Organizations: Comprising 41.6% combined (20.5% public and 21.1% non-profit), largely represented within education, public services, public administration, recreation, and healthcare.
Notably, 57.7% of these participating organizations maintain their head offices directly within First Nations and Inuit communities. Within these workspaces, the Innu nation stands out as the most represented Indigenous group, followed closely by the Algonquin, Wendat, and Mi'gmaq nations.
Key Findings and Structural Challenges
The report brings forward critical insights into standard job requirements, workplace stability, and immediate vacancy pressures:
Credential Requirements: Across the board, roughly 23% of positions require a dedicated competency card, 31% require specific certifications or licensing (particularly for drivers and heavy machinery operators), and 22% fall under regulated professional orders.
Low Staff Turnover: On a positive note, 52.1% of employers report highly stable staff retention with annual turnover rates sits safely between 0% and 5%. This is strongly tied to the fact that 71% of employers actively offer explicit opportunities for career advancement.
The Labour Shortage Burden: Despite strong retention numbers, employers are feeling the squeeze of a broader macroeconomic shift. Over 46% of employers report being actively impacted by the wider labour shortage—and a staggering 93% of those affected describe the impact on their operations as significant or very significant.
The Recruitment Hurdle: Approximately 51% of surveyed employers report distinct recruitment challenges. When looking for root causes, the data reveals that 63.8% of these organizations operate entirely without a formalized internal HR department or dedicated HR function to guide strategic talent acquisition. Furthermore, 76% of employers lack a long-term strategic plan to directly address the ongoing labor deficit.
High-Demand Occupations
Vacancies stretch across both highly certified professions and essential organizational support roles. The occupations currently facing the shortest supply include:
Service and support roles (receptionists, clerks, customer service representatives, and laborers).
Hospitality personnel (cooks, housekeepers, and servers).
Educational professionals and specialized teachers.
Core operational leadership (managers, directors, and supervisors).
Strategic Recommendations
To close the employment gap and mitigate severe labor shortages, the report details an interconnected, holistic approach for regional employers. Key forward-looking recommendations include:
Building HR Infrastructure: Establishing dedicated internal human resource functions to properly align recruitment strategy with shifting corporate objectives.
Deepening Educational Partnerships: Formulating direct pathways with universities, CEGEPs, and training centers to groom Indigenous youth for in-demand vocations.
Enhancing Workplace Attractiveness: Advancing hourly wage ranges, sharpening workplace flexibility (such as work-life balance accommodations), and standardizing ongoing internal professional development.
Expanding the Labor Pool: Structuring targeted policies and adaptable environments to encourage the workforce inclusion of historically underrepresented groups, such as individuals living with disabilities.
Want to dive deeper into the data and demographics? Click here for report.