The need for two strategies – one for the private sponsorship group, if any, and one for the newcomer. Look for collaboration and evolution. Topics to consider, from the assignment of responsibilities to the need to learn English, types of work to be considered, mentorship, training, when to start looking, use of an employment service, preparation for a search, and the search itself.
Rates of advancement to be expected from English language courses; the value of achieving higher CLB levels; countering a desire to drop formal English instruction; use of video to monitor progress; opportunities to practice English with a newcomer at home and to improve English on the job.
What newcomers should understand about the disadvantages of working “under the table” in terms of employee rights, taxation, employment insurance, health and other benefits, private sponsorship eligibility, and moral responsibility.
Suggestions as to various ways that one or more members of a private sponsorship group can be a valuable employment resource, including by personally hiring a refugee newcomer on a full- or part-time basis, lobbying a sponsor’s own employer to make a hire, and accessing personal and professional networks. Even just setting up practice interviews in these ways can be valuable. Also, an encouragement to ensure that all sponsors and the newcomer are on the same page, as to strategy and objectives.