Overall, the research revealed there is a lack of provincial consistency in job supports, such as human resource services. Policies are insufficient to enable the participating ECs to be successful in their jobs. Stewart et al. (2003) stated, “Human resource management plays an important role in getting the most from employees for organizational success and providing a work environment that meets the employees’ short- and long- term needs”
(p. 12). The government employees faired better in this category and noted there are processes in place to continue to improve their working conditions. It was unclear where the responsibility lay for the development of ECs who are sub-contracted to the province, or the ECs who work for First Nations. These two groups did not present any evidence of professional development being available. Participant C stated, “I think we really need to look at better training for our consultants. When you work with another consultant, you both bring something to the table.… One of my wishes would be for more mentorship kinds of training.”
Further, participants noted that the roles and skills required to successfully support labour market attachment in rural and northern Manitoba do not match the roles and skills being recruited and developed in the current positions. A report on the National Standards and Guidelines for Career Development project (CSGCDP, 1998) explained,
In Canada the career development profession has developed in a somewhat fractured manner. Because it has traditionally been seen as a “component” of other services, it has struggled to find its own unique professional identity. As a result, career development is encompassed by at least 10 national associations and a myriad of provincial associations.(p. 3)