Indigenous participation in Ontario’s economy is vital for advancing both community prosperity and broader business growth. However, many Indigenous people continue to face persistent barriers to education and employment.
This challenge is even more urgent given the demographic landscape. Indigenous people, now numbering more than 1.8 million, make up the youngest and fastest-growing population in Canada. While projections show they could account for 10 to 15 per cent of the country’s labour force by 2041, their presence remains limited across all levels of Ontario’s business community. Currently, 74.1 per cent of non-Indigenous Canadians are employed, compared to 64.8 per cent of self-identifying Indigenous people and 47.1 per cent of First Nations living on-reserve.
A report released this year from the Ontario Chamber of Commerce (OCC) highlights the urgency of addressing these disparities and steps to take. A Way Forward; Ontario’s Path Towards Economic Reconciliation, Equity and Inclusive Growth, is part of a series that aims to advance the Truth and Reconciliation Commission’s Call to Action 92.
Systemic barriers limiting Indigenous participation
The forced displacement of Indigenous communities to remote areas has left a lasting impact, with nearly 25 per cent of Indigenous people still living in these regions, compared to 3 per cent of the general population. As jobs become more concentrated in urban centres, this geographic divide continues to limit access to employment.
The challenges are further reinforced by ongoing negative stereotypes about Indigenous Ways of Knowing, work ethic, and culture. Such misconceptions contribute to exclusion in workplaces and institutions, where Indigenous employees experience higher rates of discrimination.
Education is another gap. Since many jobs require post-secondary credentials, this becomes a significant hurdle for workforce participation.
“Canada faces growing labour shortages, and employers must tap into diverse talent pools to remain competitive,” the report states. “Advancing Indigenous inclusion is not just a social obligation—it’s an economic necessity. Research shows that diverse organizations outperform their peers, drive innovation, and improve decision-making.”
The OCC and Canadian Council for Indigenous Business (CCIB) have outlined a roadmap for organizations to strengthen employment pathways, reimagine recruitment and training, adapt job requirements and expand access to remote opportunities.
Finding and cultivating Indigenous talent
Recruitment resources include leveraging Indigenous job boards (Indigenous Works, Aboriginal Job Board, and Indigenous Careers) and partnering with Indigenous organizations, such as the Ontario Federation of Indigenous Friendship Centres.
Attending events and conferences focused on the Indigenous economy can also help build meaningful connections and develop relationships with Indigenous job seekers and entrepreneurs. Some opportunities include, CCIB Conference & Events, First Nations Major Projects Coalition, Indigenomics, Ontario First Nations Economic Development Conference, and Indigenous Prosperity Forum.
These external engagements can complement internal efforts. Businesses can support Indigenous employees by hiring in cohorts, promoting Indigenous employee resource groups, and offering mentorship. Some larger organizations have created targeted training programs. Scotiabank’s SOAR and RBC’s Indigenous Development Program help recent Indigenous graduates build experience and networks, while Ontario Power Generation’s Indigenous Opportunities Network partners with Kagita Milkam to recruit job-ready candidates for the energy sector.
“While these efforts are a step in the right direction, their impact is hindered by the shortage of Indigenous candidates applying for available positions, and by non-Indigenous people applying for jobs roles intended for Indigenous candidates,” the report highlights.
Meaningful inclusion in the workplace
According to Statistics Canada, 33 per cent of Indigenous employees reported experiencing workplace discrimination within the past five years. Ensuring an inclusive environment after on-boarding is essential—one where Indigenous employees can thrive, feel respected, and share feedback on challenges they encounter.
As dictated under TRC Call to Action #92, employers should offer mandatory training for management and all staff about Indigenous history, the legacy of residential schools, treaties, and skills-based training in intercultural competency, conflict resolution, human rights, and anti-racism and anti-discrimination for all staff.
“From what I have observed, and this is probably true of many institutions and organizations, is that we have wanted to jump over the work of ‘Truth’ to get to ‘Reconciliation’ more quickly,” said Dr. Christy R. Bressette, Western University’s first vice-provost and associate vice-president of Indigenous Initiatives. “What we really need in society is to spend time understanding what has happened here in this country, what has happened to Indigenous people, and by default, what has happened to all Canadians.”
Steps toward reconciliation include educational resources like the CCIB’s, Guidebook on Business Reconciliation in Canada. Businesses can also experience Indigenous cultures and traditions firsthand by attending all-nation Pow Wows, community meetings, and gatherings.
Creating inclusive workplaces also means re-examining long-standing hiring norms, such as revising job criteria to recognize a university degree or equivalent lived experience. This is important given persistent education gaps: while 90.7 per cent of non-Indigenous Canadians have completed high school, completion rates remain significantly lower among Inuit and First Nations living on reserve.
Bill Couchie, First Nations, Métis and Inuit program facilitator at Skills Ontario, has observed that many job applications list a university degree as a standard requirement. “One of our managers spent 25 years working with Indigenous youth,” he said. “So, we hired her because she [had] the relevant experience. I think changing job descriptions can be key as they’re sometimes very exclusionary.”
For many Indigenous candidates, getting hired is only part of the challenge. Jobs increasingly demand proximity to major cities—a barrier for those living on reserve, where employment rates are lowest. Offering remote work options, especially for knowledge-based roles, can help retain talent while respecting the deep connection many Indigenous people maintain with their land, culture, and community. For industries requiring in-person work, flexible schedules that allow for regular trips home may offer an alternative.
Elevating Indigenous voices in leadership roles
Listening to Indigenous lived experiences and creating space for those voices in leadership is essential for reshaping the systems that govern workplace culture. Without that, the policies that marginalize remain unchanged.
One emerging approach is Indigenous Advisory Councils, which provide companies with meaningful oversight and guidance. These councils aim to create dialogue with Indigenous people who can offer feedback on policies and programs and ensure Indigenous perspectives are fully integrated into decision-making. Yet the report also warns that relying on the same Indigenous voices risks fatigue and urges broader inclusion of women, youth and Two-Spirit people, and diverse First Nations, Inuit, and Métis perspectives.
The OCC report closes with a clear call to action: deepen engagement with Indigenous communities and build partnerships; create detailed action plans paired with mandatory staff training; establish metrics to measure progress on reconciliation and equity; and amplify the conversation through public campaigns and education. These steps are essential for genuine change.
“As Canada strives for economic reconciliation, addressing barriers to education and employment is essential to fostering equal opportunity,” the report emphasizes. “Achieving true representation of Indigenous people at all levels of Ontario’s business community requires continued efforts, benefiting every business, shareholder, and consumer.”
