Page 1

EMPLOYER

BULLETIN ISSUE NO. 3

roevin.caPAGE NO. 1 roevin.ca


I

THE CANADIAN NECESSITY B OF HIRING

n the not-so-distant history of Canadian workforce immigration, it used to be that only the agricultural sector and some specialized technical fields would bring workers into Canada. As the economy continues to grow at its present rate and the demographics remain unfavourable; almost every industry is feeling the effects of a severe labour crunch. We are headed for a lengthy period when available jobs vastly outnumber potential Canadian candidates.

T

he Canadian job market is losing approximately 225,000 people every year to retirement. It is not by coincidence that over the past ten years the government has been admitting approximately 225,000 immigrants each year in order to bridge that gap. Gradually 20 percent of the Canadian workforce has been replenished.

C

anada is not the only country with labour market shortages. Oil and gas driven economies – much of Europe, Australia, and the US – are facing a similar situation. Emerging markets will scoop up the cream of immigrants from their ends of the world and what is left over will be highly valuable.

S

ome sectors of Canadian economy are already heavily dependant on skilled immigrants, particularly those with backgrounds in the natural and applied sciences including engineers and computer professionals. Today, every second professional engineer in Canada is foreign-born.

PAGE NO. 2

INTERNATIONAL TALENT

H

uman Resources and Development Canada projects that by the year 2011, immigrants are expected to account for all labour force growth in Canada. As Canada’s knowledge economy develops, occupations demanding high levels of skills and education will be in higher demand. The Government of Canada has recognized that employing foreign workers can be an essential part of a company’s business strategy. Foreign workers can fill labour shortages in Canada and bring new skills and knowledge to help the country’s economy grow.

M

any provinces offer specific help to employers who are seeking to hire foreign workers to fill a labour shortage. Alberta has one of the most extensive programs to assist employers in hiring foreign workers. In Alberta they point out to prospective employers that the quickest method for bringing professional temporary foreign workers into Alberta may be through provisions of international trade agreements (e.g. the North American Free Trade Agreement). They also encourage the use of third-party agents.

oth the federal and provincial governments are committed to helping employers access the global talent they require in order to remain viable and successful enterprises.To meet the pressing human resource needs of employers, Human Resources and Social Development Canada (HRSDC) and Service Canada (SC) have developed Regional Lists of Occupations under “pressure”. The government is starting to become more proactive to address the issue and is working more closely with the provinces, making it easier to attract more skilled international workers, such as with the new immigration agreement between Canada and Nova Scotia.

R

egular population growth and the present immigration policy will not provide enough workers to sustain the current rate of growth. Both the Federal and Provincial Governments have recognized that in order to prevent Canada’s ecomomic growth and prosperity stalling, action is required now.The only viable short to medium term solution is to promote the temporary immigration of skilled foreign workers.

S

o how does a company go about hiring foreign workers? For information on government initiatives for assisting employers in hiring international talent, please visit http://www. hrsdc.gc.ca/eng/workplaceskills/foreign_ workers/index.shtml.


JOBS REPORT SUMMARY SEPTEMBER 2010

There was little change in employment in September, as full-time gains were offset by part-time losses. The unemployment rate edged down 0.1  percentage points to 8.0%, as fewer people, particularly youth, participated in the labour market. Since September 2009, overall employment has risen by 349,000 (+2.1%). In September, the part-time employment decline of  44,000  was mostly offset by an increase of  37,000  in full time. Over the past year, however, parttime employment has grown by  4.6% (+146,000), a faster pace than the 1.5% growth in full time (+203,000).

Employment among 15- to 24-yearolds declined in September. For workers aged 25 to 54, increases among men were offset by declines among women. Both men and women aged  55  and over posted employment increases. In September, there were employment declines in Ontario, Saskatchewan, New Brunswick and Prince Edward Island, while Quebec, Newfoundland and Labrador as well as Nova Scotia posted gains. While employment declined in professional, scientific and technical services, it increased in transportation and warehousing. There were no notable changes in the other industries.

Unemployment Numbers September 2010 by City:

Source: Statistics Canada

PAGE NO. 3 roevin.ca


More employers using ‘social recruiting’ to attract new grads: Study Cost-per-hire decreased by 50 per cent in 2009-2010 compared to one year earlier From Canadian HR Reporter

Cost-conscious employers are cutting back on traditional branding activities at Canada’s colleges and universities, turning instead to social networks to conduct “social recruiting,” according to a new report. The 2010 Campus Recruitment and Benchmark Survey Report, released by the Canadian Association of Career Educators and Employers (CACEE), found more employers will be trying to engage graduates online in an effort to save money.

from the Class of 2010 reported they received multiple job offers, leaving employers to turn to second tiers of candidates, or missing their marks altogether. In 2009, 77 per cent of employers filled their available new graduate positions, while only 72.5 per cent of new graduate jobs were filled in 2010. The primary cause of candidates rejecting job offers involved being pursued by another employer.

“Canadian recruiters will visit fewer campuses this year, as they increasingly turn to popular social media websites, like LinkedIn, Facebook and YouTube to find their hires.” said Paul Smith, executive director of CACEE.

“A labour market becomes more competitive at the top first, and then gradually opens up to other candidates as demand remains unmet,” said Ricci. “We may be seeing the beginning of the return to the aggressive markets of a few years ago — we’ll need to monitor another cycle to know for sure.”

In 2009, recruiters visited and posted jobs at an average of four campuses. In 2010, they targeted only two campuses and posted jobs at three. Conversely, 34 per cent of recruiters turned to social networks in 2010 — a significant jump from the 23 per cent who did online recruiting in 2009.

Other highlights: • Most new graduate recruitment for 2009-2010 was concentrated in Alberta and Ontario, accounting for over 75 per cent of all college hires reported in 2010.

The report, which surveyed 654 employers, also predicts the Class of 2011 will find a flat job market, with frozen starting salaries, sluggish hiring rates and disappearing signing bonuses. However, findings from the study also suggest that a new war for talent may be emerging. Top performing graduates

PAGE NO. 4

• The average starting salary for new campus hires with a university degree in 2010 was $48,817, ranging from $40,458 for those entering retail sales positions to $75,000 for those entering investment banking. • The average cost-per-hire for the 2009-2010 recruiting season was $4,638, down almost 50 per cent from the year prior.


BETTER EMPLOYEE MORALE MEANS A BETTER BOTTOM LINE Most of us are aware that happy employees create a pleasant work environment, but did you know that happy workers also save their business money? It’s true – happier employees are more productive, less likely to take unnecessary sick time, and more likely to remain loyal to the business. Hiring and training new employees is, on average, more expensive than investing in the people who already work for you. So, what can your business do to create – and maintain – a work environment that brings out the best in your people? Plenty – and the good news is that Adecco has practical suggestions you can start using today to make it happen. Re-examine your company culture. Whether employees recognize it or not, every company has a certain culture – and it can be positive or negative. If your business isn’t actively fostering a positive culture, odds are good it’s the latter.Through a positive attitude, good communication and appropriate incentives, your employees will embrace a culture that inspires them. Set the tone. Projecting a positive attitude about your company, your position and life in general – at least around your employees – can have a significant impact on morale. As a manager, your attitude carries over to those you manage, so it’s important to begin and end each day on a positive note.

Be a good communicator. Stay in tune with your employees by scheduling regular meetings and forums where they can provide feedback and ideas. Setting up a company e-mail address for feedback and suggestions is also a great way to encourage employees to take a more active role in the company. It’s also important to remember that keeping the lines of communication open with your employees is a two-way street. Invest in their success. Help your team stay at the top of their game by providing ample opportunities for training – either through an internal program or with seminars or classes at a local college or university.

Share good news. It’s important to share good news within your company as often as possible. This will boost employee morale. No matter how rough the market/economy gets, there will always be achievements to speak of by specific individuals, departments, divisions or branches. Encourage a work/life balance. Whatever else you decide to do to boost morale, be sure to set a clear example for your employees by maintaining a healthy work/life balance. For more information on how to boost employee morale and get the most out of your people, please contact Adecco today.

Who says you can’t have fun at the office? Crank up the tunes on a Wednesday afternoon to get your people out of a mid-week slump. Or, occasionally break up the day a bit with a round of trivia or a quick board game. And consider taking it off-site: if there are batting cages, a driving range, mini-golf or a bowling alley nearby, try taking your group there for a long lunch.When it comes to boosting employee morale, a little effort on your part can go a long way.

PAGE NO. 5 roevin.ca


About Roevin Roevin is one of Canada’s largest technical employment providers, specializing in the supply of construction and operations management, skilled engineering and technical and trades personnel. With more than 25 years of experience, Roevin is the tried and trusted partner in managing the complete process of connecting the best people with the right business.

roevin.ca PAGE NO. 6

Employer Bulletin - issue 3  

Roevin version of Employer Bulletin - issue 3

Read more
Read more
Similar to
Popular now
Just for you