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News Release - Association of BC Forest Professionals

News Release - Association of BC Forest Professionals

Recruitment Strategy for

Recruitment Strategy for the B.C. Forest Sector already contributed directly to this document or have expressed a prior interest in being involved in a recruitment initiative. This list does not reflect a commitment to the activities recommended in this document. More formal agreements of involvement need to be established. Recommendations: 3.1.1 The Recruitment Task Force will need to generate long-term lines of funding for the Provincial Recruitment Strategy via endowments from stakeholder champions. The ABCFP has offered their infrastructure to house the funds for the recruitment initiative (Figure 7). 3.1.2 Create and staff a full-time Provincial Recruitment Coordinator position. Their responsibilities will be to oversee and implement this Strategy. They will maintain lines of funding and communication between the Recruitment Task Force and stakeholder partners. The coordinator will need to establish and maintain cohesive recruitment activities across the province at many levels, oversee the dissemination of funds, engage contractors and consultants as needed in the image building components, and will be held responsible to the members of the Provincial Recruitment Steering Committee. Forest Sector Employer Stakeholders Regional Recruiter Regional Recruiter Provincial Recruitment Steering Committee Association of BC Forest Professionals Provincial Recruitment Coordinator Provincial Recruitment Activities Figure 7. Proposed organizational structure. Regional Recruiter Resources Guidance Regional Recruiter 3.2 Roles and responsibilities Roles and responsibilities are divided into five components, summarized below. As mentioned previously there are a number of local initiatives that have been established June 2007 Page 20 of 53

Recruitment Strategy for the B.C. Forest Sector for the recruitment of students and forestry education outreach. The activities for each component identified in Tables 5 through 8 in Appendix III also give an indication as to activities which are currently ongoing and which stakeholders are behind their delivery. If additional stakeholders should also take part in these efforts, they are also highlighted in the table. Every effort has been made to reflect existing programs, but local efforts may need to be expanded to meet the provincial level required by this Strategy. 1. Generating Additional BC Forest Sector Information (Table 5, Appendix III) The information presented in this report regarding the graduate levels from educational institutions and the demographics of the registered forest professionals in the province substantiate a need to increase the number of graduates from forestry programs. However, additional information about the BC forest sector is required to better focus recruitment efforts and justify expenditures. Recruitment and image building activities should commence immediately, in conjunction with gathering the additional information identified in Table 5. The negative public image of the sector and perceptions of a poor labour market substantiate implementing this Provincial Recruitment Strategy despite lacking some strategic knowledge. Information regarding future employment capacity, expected impacts from retirement, and employee job satisfaction will help to improve activities in subsequent years. 2. Recruitment Activities (Table 6, Appendix III) The six accredited institutions (Table 2) have instituted varying degrees of recruitment effort to shore up dwindling student numbers. Their experience has highlighted a number of activities that have proven effective. These recruitment programs have shown that best practices incorporate the following general guidelines: • There must be a differentiation between the need to promote forestry as a sector (its image) and recruiting to specific jobs or educational programs. Image building must be accomplished by the entire forest sector, while relationships between prospective employees and employers and prospective students and the educational institutions are formed at a more individual level. Some recruitment activities must be conducted specific to the needs of a stakeholder, while improving the sector’s image requires a broader effort. • The majority of recruitment activities must appeal to audiences who are not connected to the forest sector. This is especially important when seeking support from various political levels to ensure that messages that build a positive image of the forest sector are communicated outwardly to the public, rather than delivered “in-house” at forest sector meetings and conferences. • Image building must be based on how to best engage others in what we want them to know about the sector, not on promoting how we like to think of ourselves. • Recruitment activities must actively shatter myths and misconceptions, and focus on the positive aspects of the forest sector, not just deliver information. June 2007 Page 21 of 53

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