Hul'q'umi'num' in the workplace? How Cowichan Tribes is keeping tradition alive

'The teachings from our elders are the guiding principles for our entire organization,' says HR director

Hul'q'umi'num' in the workplace? How Cowichan Tribes is keeping tradition alive

Cowichan Tribes is a prime example of an organization that seamlessly integrates traditional values and cultural practices into its human resources policies and employee engagement initiatives.

Operating as nuts’amaat shqwaluwun – ‘People working together with one mind respectfully’ – the organization boasts over 5,500 members and is the largest single First Nations Band in British Columbia by population.

Hannah Seymour, HR Director at Cowichan Tribes, says their values system is based on cultural practices and traditions that have been carried on for generations and are still woven into their culture today.

"One of the really exciting things around the development of our updated HR policy is we went back to our cultural teachings," she told HRD. "The teachings from our elders are the guiding principles for our entire organization... We’ve incorporated those into our legislative requirements in the HR policy.”

And this approach is more than just policy—it’s a tangible reflection of the community’s identity. Seymour explained that it’s this strategy which really resonates deeply with the workforce.

"It’s easily identifiable for our employees, 75% of whom are Cowichan Tribes members. It’s really easy for them to [see] the whys of that legislative requirement, because we’re meant to care for each other, because everyone is important. Those fundamental cultural teachings have been incorporated through our entire HR policy, which is incredibly helpful."

‘We want to show our employees they’re part of our family’

The use of traditional language plays a significant role in maintaining cultural integrity, with Seymour adding that they’ve been able to incorporate a lot of the Hul’q’umi’num’ language into their updated HR policy – something she views as is critical as they look to preserve their language.

"We offer language and culture classes twice a week to anyone in our employee group—Cowichan or non-Cowichan—so they can begin to better understand those cultural teachings and become familiar with the language to better support our community in the services we provide.”

The organization has also prioritized building accountable, safe spaces to sit together and have conversations, both for employment and overall collaboration, she says.

“We prioritize those cultural practices that align with our elders’ teachings, and we make that inclusive to everyone. Even when different departments don’t see eye to eye, bringing it back to 'What would our elders do?' helps shift perspectives. It’s been really helpful in engaging in a different way than just saying, 'This is what my profession says we should do.'"

Cowichan Tribes also places great emphasis on employee development and career progression. As Seymour explained, they’ve been fortunate because they look to capacity-build and succession-plan significantly within their organization.

"We offer two days of paid educational leave a month to employees who are going back to school or furthering their education. We recognize that we’re essentially the Ministry of Education and Health for our community, so having experienced, educated community members in all those fields is something we need to invest in. It’s a big commitment from the employer, but it’s essential for developing our staff."

‘75% of our employee group is Cowichan’

This focus on learning and development is something that sits at the heart of Cowichan Tribes’ people plans. Namely because recruitment and retention are significant challenges, especially in culturally unique communities like Cowichan Tribes, says Seymour.

"About 75% of our employee group is Cowichan, with other First Nations members employed as well. Since the pandemic, recruitment has been challenging, but we offer a lot of incentives to make Cowichan Tribes appealing. We offer language and culture classes, educational opportunities, and prioritize family as the heart of our community.”

The Chief & g Council also gives two weeks of paid time off at Christmas, she says.

"We want to show our employees that they’re part of our family and that they’re important to us. It’s not just a place of work; you’re coming to work with your family. That focus on relationships has been a priority for the last decade, and it shows in our retention rates. We have people who have been with us for 30 years."

HR plays strategic role

The HR department at Cowichan Tribes plays a strategic role in aligning the organization’s goals with its cultural values. According to Seymour, within the strategic plan, the HR department’s role is to ensure they’re also competitive across industries, but the main goal is to build a place where people want to work.

"We’ve implemented programs that bring staff together, not just for business but to engage in cultural crafts and build safe spaces for hard conversations. We measure our success through retention rates and staff surveys that help us understand employee satisfaction."

 

The focus on wellness and connection has been a key factor in the organization’s success, she says.

"Those wellness programs have been incredibly valued by our staff. They’ve created a strong work culture where people feel supported and heard. It’s not just about deliverables in the strategic plan; it’s about prioritizing time spent together and building relationships."

In every aspect of their HR approach, Cowichan Tribes demonstrates a commitment to its cultural heritage, employee well-being, and long-term community development. As Seymour concluded: "It’s about creating those relationships that matter, that keep people coming back. We’re not just building a workforce; we’re building a family."