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A Study of Employee Recruitment and Retention in the Yukon’s Local Business Landscape

ACKNOWLEDGMENTS The Yukon Learn Society would like to thank our many supporters, sponsors, volunteers, and staff who contributed time and expertise to this survey. We would also like to recognize those who participated in the survey and shared their stories and anecdotes with us.

In collaboration with: Tourism Industry Association of the Yukon Whitehorse Chamber of Commerce Yukon Chamber of Commerce Yukon Chamber of Mines Yukon First Nations Chamber of Commerce Yukon Learn is funded by: Government of Yukon, Department of Economic Development Grant funders: Government of Canada United Way Yukon Computers for Schools Canada

Yukon Learn acknowledges that our office is situated on the traditional territories of the Ta’an Kwäch’än Council and the Kwanlin Dün First Nation. We would also like to acknowledge this survey took place across the Yukon, and acknowledge all Yukon First Nations who welcome us to their communities to join us in teaching and learning. The attached image, courtesy of “Mapping the Way,” serves as a reminder of the languages and cultures that continue to build a diverse and strong Yukon.

Executive Summary

In today’s rapidly evolving digital landscape, our survey to identify gaps in the Yukon labour market reveals a concerning statistic - 67% of employers felt that their staff lacked fundamental digital literacy skills. This report provides a comprehensive overview of the findings from our recent labour market survey on employee literacy skills, with a focus on both traditional and digital contexts, and was produced with Yukon employers in mind. Since 1992, the Yukon Learn Society has hosted the annual Play Golf Invitational (PGI) Tournament for Literacy, (formerly known as the Peter Gzowski Invitational) to raise critical funds for free literacy programs and services in the territory. At the heart of the PGI are the many generous sponsors that donate to the event. All of our sponsors are employers, be they businesses or other local organizations (such as political or non-profit). During recent PGIs, we have heard many employers express their frustrations surrounding the recruitment and retention of qualified, capable staff. Acting on this, we decided to conduct an employer recruitment and retention survey to find the gaps in the Yukon labour market, and to see where Yukon Learn can help. Our report, which was conducted online in the summer and fall of 2023, consolidates information learned from 47 local employers ranging from retail, finance and nonprofit, to mining, administration, and professional services. The diverse range of industries that participated highlights the widespread nature of literacy challenges in the Yukon labour market. Some of our key findings from the survey underscore the pervasive obstacles that Yukon employers face in recruiting and retaining employees with sufficient literacy skills. Digital literacy emerged as a significant concern for Yukon employers, with 87% of respondents reporting problems in this area. Oral communication

(79%), numeracy (68%), and English language skills (66%) also posed substantial challenges. These issues were consistent across industries, with larger employers reporting challenges more frequently (construction, retail and mining were the most impacted). Smaller employers reported facing intense competition with limited candidate pools. Even candidates’ initial applications for employment (e.g., providing a cover letter and resume to employers) proved to be a significant problem due to insufficient literacy skills. While most Yukon employers provide onthe-job training (67%), only a minority partnered with educational institutions such as Yukon University, Yukon Learn, or used online options. This report not only underscores the pressing need for enhanced literacy skills, particularly in digital literacy, but also illuminates promising avenues for advancement. Collaboration among Yukon employers, government initiatives, and non-profit service providers like Yukon Learn presents a viable solution to surmount challenges in staff training and retention. By capitalizing on free training programs, businesses and organizations have the potential to empower their workforce, improve employability, and stimulate economic growth in the digital era. Through collective efforts, challenges can be transformed into opportunities, fostering a dynamic and thriving Yukon economy adept at navigating the evolving digital landscape. Yukon Learn remains dedicated to promoting awareness of its no-cost programs and services, providing valuable support to local businesses through training, tutoring, and mentorship.

Julie Anne Ames Executive Director Yukon Learn Society

TABLE OF CONTENTS About Yukon Learn 5 Our Mission 5 Our Board 6 Our Staff 7

Introduction 8 Intent 8 Methodology 8 Demographic Results 9

Data Analysis 10-21 Question 1: “Name of business or organization?”

Question 2: “Number of Employees?” 10 Question 3: “How frequently do the following literacy problems occur when recruiting and training staff for your business?”

Question 4: “What are challenges you face when recruiting employees with sufficient literacy skills?”

Question 5: “Did you know that Yukon Learn provides free and customized staff training to local businesses and organizations?” 13 Question 6: “If you face challenges related to computer literacy during the recruitment process, how do you currently address them?”

Question 7: “If you face challenges related to computer literacy during the recruitment process, how do you currently address them?”

Question 8: “How do you currently address other challenges related to literacy in the recruitment process?” 14 Question 9: “Yukon Learn offers a wide array of literacy courses to choose from. Which courses (if any) might your organization be interested in?”

Question 10: “How many staff, across all courses, would likely be trained in your organization?” 16 Question 11: “What training format best suits your needs? Please rank in order from most ideal to least.” 17 Question 12: “How would you describe the quality of resumes and cover letters you currently receive from Yukon residents applying for jobs?”

Question 13: “On a scale of 1 to 10, how important to you is an applicant’s cover letter?”

Question 14: “We know your time is valuable, but so are your opinions. If you’d like to tell us anything else, please do so below.”

Key Insights 22 Conclusions 24

ABOUT YUKON LEARN The Yukon Learn Society has over 40 years of experience offering free adult literacy programs and services to assist learners in achieving their literacy goals. We work at a grassroots level, developing programs and services to meet the current literacy needs of Yukon adults. Our services include one-on-one tutoring and courses in the Skills for Success: • Digital literacy • Reading • Writing

• Numeracy • Communication • Creativity & Innovation

• Problem Solving • Collaboration • Adaptability

Our Mission

Yukon Learn is dedicated to empowering adults in the Yukon with literacy needs, and helping them achieve personal goals and reach their full potential through free, personalized services focused on the Skills for Success. Our core values guide our actions: • Respect & Inclusion: We create a warm, safe environment, listen attentively, maintain honesty, and prioritize confidentiality. • Empowerment: We recognize and utilize peoples’ strengths, fostering self-esteem and belief in their potential. • Recognition: We value and support our staff and volunteers, acknowledging their strengths and promoting skill sharing. • Collaboration: We nurture partnerships and seek mutual gains. • Learning: We provide the tools for development, facilitate growth, and offer individualized services.

At Yukon Learn, our mission and values unite to create an inclusive, empowering community dedicated to realizing the potential of each person we serve.

Mark Davey President

Peter Morawsky Past President

Judy Hartling Vice President

Al Morrison Treasurer

Our Board

The Board of Directors for the Yukon Learn Society is made up of volunteers who come from diverse backgrounds and bring to the table a wide variety of expertise.

Eileen Melnychuk Secretary

Laliithaa Krish Director

Evelyn Troy

John Higgins

Director

Ex-Officio Member

Ken Bloor Director

Cindy Densmore Director 6

Julie Anne Ames Executive Director

Liam MacKeigan Program Manager

Gwenda Troy Administration

Don Inverarity Digital Skills Instructor

Our Staff

The Yukon Learn Society staff, together with the board and amazing volunteers, deliver targeted literacy programming in Whitehorse and the communities.

Marc Ertl Education Centre Coordinator

Steve Reid Curriculum Developer

Ted Ackerman Technologies Instructor

Miguel Dans Technologies Instructor

Arthur Executive Assistant & Official Mascot 7

INTRODUCTION Intent

This report analyses the results of a survey conducted by the Yukon Learn Society in the summer and fall of 2023. The objective of the survey was to: • •

Ascertain the nature and magnitude of employee recruitment and retention challenges that employers face. Gauge the level of awareness of Yukon Learn’s training offerings.

•

Establish which Yukon Learn literacy programs and services were of most interest to organizations.

•

Improve Yukon Learn’s programs and services while refining offerings to better match the changing needs of the public.

Methodology A 13 question survey (covered in Data Analysis) was sent to local organizations via email in the summer of 2023. Select participants were also contacted via phone and through in person interviews. The breadth of responses was increased by a social media campaign, proactive contact with employers who were currently hiring, and the use of ‘industry partners’ to circulate survey links to other organizations (chambers of commerce, business associations, First Nations development corporations, etc.). A small prize was offered as a participation benefit.

Demographic Results

A broad range of industry sectors were represented in the respondents: • • • • • • • • •

Six construction companies One educational establishment Two financial service providers Nine businesses in the leisure, tourism, and recreation sectors Six mining businesses Five professional services employers Seven public administration employers Ten retailers One service business

DATA ANALYSIS Question 1: We asked participants to disclose the name of their business or organization. These names will be excluded to maintain anonymity.

Question 2: “Number of Employees” Most survey respondents employed between 2 and 50 employees (68%):

•

2-10 employees, 38% of respondents.

•

11-50 employees, 30% of respondents.

•

51-100 employees, 15% of respondents.

•

101+ employees, 15% of respondents.

•

1 respondent had only 1 employee.

For analysis, the single employee respondent was included in the 2-10 grouping.

Question 3: “How frequently do the following literacy problems occur when recruiting and training staff for your business?”

•

87% of respondents reported problems with digital skills/computer literacy;

•

79% reported oral communication to be an issue;

•

68% numeracy; and

•

66% English language skills.

The magnitude of these issues was very consistent, with most respondents reporting ‘occasional’ challenges, followed by ‘moderately frequently’ and finally ‘very frequently.’ Most larger employers (51+ employees) reported issues in every area, with only one employer reporting an exception in one category. Conversely, mid-sized businesses (11-50) reported these issues ‘on occasion’ or ‘rarely or never’ with only one employer reporting ‘moderately frequently’ in the area of oral communication. Small businesses (1-10 employees) showed widespread issues, but no other consistent pattern. Across industry sectors: • Most construction, retail and mining employers reported issues in almost every area. •

The two financial services companies reported no challenges in any area.

• Across leisure and tourism, numeracy was not a significant issue, but all other areas posed challenges. •

Digital literacy was the most significant issue in the technical and scientific sectors and for employers in public administration.

Question 4: “What are challenges you face when recruiting employees with sufficient literacy skills?” Limited pool of qualified candidates Insufficient literacy among candidates Difficulty assessing literacy during the hiring process High competition from other employers Other

Note: multiple answers could be given 74% of respondents reported problems with a limited pool of candidates and/or high competition from other employers. For smaller employers, high competition and a limited pool of candidates were the only significant factors identified. Some larger employers also mentioned insufficient literacy of candidates. Difficulty assessing literacy was raised three times by midsized employers, and was only an issue for these employers.

Question 5: “Did you know that Yukon Learn provides free and customized staff training to local businesses and organizations?” 83% of employers were unaware of Yukon Learn’s training programs.

Question 6: “If you face challenges related to computer literacy during the recruitment process, how do you currently address them?” 67%

Providing on-the-job training

Collaborating with educational institutions

10%

Partnering with professional training providers

10%

We do not address these challenges

Other

Note: multiple answers could be given The majority of employers (67%) provided on-the-job training to address computer literacy. Only 2 employers partnered with educational institutions.

Question 7: “If you face challenges related to computer literacy during the recruitment process, how do you currently address them?” Of those who answered, 31 employers do not address these challenges, while 12 do. The majority of those who do training (9 of 12) provide onthe-job training for organization specific software programs. Some employers use online learning platforms such as Coursera for their staff. Other employers have professional development budgets which employees can spend on training programs to upgrade their digital literacy skills.

Question 8: “How do you currently address other challenges related to literacy in the recruitment process?” Few of the participants do literacy training outside of computer literacy – only 3 of the 47. One respondent partnered with United for Literacy and two provided English language classes, though they did not specify the service provider.

14 14

Question 9: “Yukon Learn offers a wide array of literacy courses to choose from. Which courses (if any) might your organization be interested in?” Spreadsheeting courses were the most popular course topic, with 24 respondents (51%) expressing interest in basic courses, and 51% expressing interest in intermediate spreadsheeting. The remainder of course interest breaks down as follows: •

Basic computer skills (17 responses, 36%)

•

Tutoring (10 responses, 21%)

•

Microsoft Outlook (13 responses, 28%)

•

Financial literacy (16 responses, 34%)

•

Introduction to Excel (24 responses, 51%)

•

Intermediate Excel (24 responses, 51%)

‘Tech Talks’ – (our series of short online lectures on digital technology issues) (9 responses, 19%)

•

Google productivity software (16 responses, 34%)

•

Website (e.g. WordPress) (12 responses, 26%)

•

Use of mobile devices (8 responses, 17%)

•

Business social media (14 responses, 30%)

•

Language workshops (11 responses, 23%)

•

Other suggested courses were Point-of-Sale (POS) software (1 response, 2% )

There were no discernible patterns for education requirements based on organization size, nor industry sector.

Question 10: “How many staff, across all courses, would likely be trained in your organization?” •

14 of the 40 respondents selected 2 employees for training.

•

8 selected 4 - 5 employees.

•

5 selected between 10 and 30 employees.

•

3 selected 1 employee.

There was broad correlation between total number of employees and number of employees who would likely be trained.

Question 11: “What training format best suits your organization’s needs? Please rank in order from most ideal to least.” 45%

In person - Yukon Learn Instructor visits the worksite.

34%

In person - scheduled date(s) for groups to take training at Yukon Learn.

31%

Virtual - training sessions via Zoom.

34%

Individual drop in to Yukon Learn.

41%

On demand individual tutoring at the worksite.

Note: multiple answers could be given There was broad agreement across respondents that prioritised group, in person learning. The most popular options were: •

In person – Yukon Learn instructor visits the worksite (number 1 choice by 45% and number 2 by 17%)

•

In person – Scheduled dates at Yukon Learn (number 1 choice by 24% and number 2 by 34%)

In Person (worksite) In Person (Yukon Learn) Virtual (Zoom) Drop in (Yukon Learn) Tutoring (worksite)

In person individual tutoring at Yukon Learn was the fourth most popular choice, and individual tutoring at the worksite was the least popular option (it was chosen first by only 1 respondent).

Question 12: “How would you describe the quality of resumes and cover letters you currently receive from Yukon residents applying for jobs?” There was a wide variety of answers to this question. Responses ranged from ‘terrible’ to ‘excellent.’

Some response highlights:

“Most resumes are written well when coming from Whitehorse residents.” “Resumes – adequate but room for improvement. Cover letters – non-existent despite being specifically required.”

The majority of locals applying for positions have less comprehension of the application form than foreign nationals. Many require assistance to complete the forms. Many cover letters are not even for positions we have advertised.”

“Terrible, we seem to receive the same resume often only with a different name at the top.”

“We get so few local resumes. Most people applying are looking for nominee sponsorship.”

“Most resumes I receive are not from Yukon residents; ones I do receive vary from well written to noticeable spelling and grammatical errors.”

“All resumes have been pretty good actually. We seldom get cover letters and the ones we get are usually not applicable.”

“Typically, resumes/cover letters are good from residents, however we mostly receive applications from nonresidents, many of which English is their second or third language and who would require support for a work Visa.”

“Non-existent. Foreign resumes are often better. Simple English writing is terrible, can’t capitalise, fill out tax forms, etc., no knowledge of tax, RRSPs, etc.”

“Not the best. The local resumes are pretty weak compared to the foreign workers trying to gain employment.”

19 19

Question 13: “On a scale of 1 to 10, how important to you is an applicant’s cover letter?”

6.11

Average Rating

There were a variety of answers to this question. The mean and median averages were both 6, but the modal average was 8. Anecdotal interview evidence supported cover letters being very important for certain employers especially when they revealed information not normally present in resumes (personal interests, motivation for application, etc.). Many employers made cover letters a requirement, but found them to be absent in applications. Some employers felt they had received cover letters that were plagiarized completely (where the letter matched neither the job description, nor the resume).

Question 14: “We know your time is valuable, but so are your opinions. If you’d like to tell us anything else, please do so below. We’d also welcome a follow up interview to discuss your training needs in depth; please include a contact email or phone number if you’d like to chat further.” Slightly more than half (26 of 47) of participants commented. Most wanted to follow up on their specific issues and to discuss training opportunities.

Some response highlights:

“Easier to find candidates in the past few months than previously.”

“We deal with a lot of foreigners that face the barriers mentioned in this survey and we do not receive many Yukon resident applications.”

“The more resources we can offer our team members benefits everyone and adds to their toolbox of knowledge. The more people that get a chance to learn and grow, I feel, will encourage them to return to Yukon Learn for another season or more!”

“The biggest issue is people wanting to work and showing up for work. In today’s day and age employees typically have next to no work ethics and do not offer to perform above and beyond the baseline for tasks.”

“We have a number of Temporary Foreign Workers who have applied through the Yukon Nominee Program and their English skills need to be improved, but because they spend most of their time in the field and can only attend classes, [...] on their days off it’s really difficult for them to move ahead in English.”

21 21

KEY INSIGHTS The following analysis was performed to better understand how the survey responses helped answer our key questions (our survey intent):

Ascertain the nature and magnitude of employee recruitment and retention challenges that employers face. While the labour market landscape features many challenges outside the realm of literacy, there were multiple literacy-related challenges that employers brought up. Recruitment: • Most employers have issues with employee literacy at the recruitment stage. • The biggest issue is digital literacy, with larger employers being more impacted. Mining, construction, and retail in particular are the most heavily impacted sectors. • There is a significant issue with the small number of qualified applicants seeking jobs; competition amongst employers for these candidates is significant. • Resumes and cover letters from Yukon residents seeking work are generally perceived to be of a lower quality than those received from applicants outside of the Yukon. This issue is magnified outside of Whitehorse. • There are many foreign applicants for jobs, seeking work permits, seeking support for immigration nominee programs, etc. • Employers receive fewer than expected applications from applicants identifying as First Nation citizens.

Retention: • • • • • • •

Most employers would like to offer training to employees, but face barriers in doing so. Employers are currently offering minimal training to address literacy challenges – out of necessity, a sink-or-swim approach is followed by many respondents. On-the-job training is usually the employer solution, although data was not provided on how the success of the training was measured. Where training is provided, it is limited to computer software that is specific to the individual business or industry (e.g. specific Point of Sale (POS) systems, or scientific/technical software). The largest perceived training needs are in spreadsheet software such as Microsoft Excel, followed by basic computer skills, Google productivity, and financial literacy. Employers broadly prefer group training over individual solutions. There was a small preference for training at the worksite vs. Yukon Learn’s office. Most employers are looking to train small groups (2 - 3 employees); some large employers would like to train significantly larger numbers of employees.

Gauge the level of awareness of Yukon Learn’s training offerings: • •

Over 80% of employers were not aware of Yukon Learn’s programs. Those who are aware were either sponsors of the Yukon Learn PGI tournament or public administration organizations.

Establish which literacy programs were of most interest to organizations

•Basic computer skills

•Microsoft Outlook

•Introduction to Excel

•Intermediate Excel

•Google software

•Use of mobile devices 8 •Language workshops

•Tutoring 10 •Financial literacy

•Tech Talks 9 •Website

•Business social media 14

Yukon Bureau of Statistics ÷

‡

≈

Yukon Employment January 2023 Highlights • In January 2023, Yukon’s unemployment rate (3.7%) decreased by 1.2 percentage points compared to December 2022 (4.9%). • Compared to December 2022, Yukon’s labour force decreased by 600 to 24,100, the number of employed While the survey sample size was limited to 47 employers, it encompassed diverse decreased by 300 to 23,200 and the number of unemployed decreased by 300 to 900. representation across a wide spectrum of employer sizes and industry sectors, • Nationally, the January 2023 unemployment rate (5.0%) remained the same as in December 2022. including responses from both Whitehorse and the Yukon communities. • Compared to December 2022 figures, the labour force in Canada increased by 0.7%; the number of employed increased by 0.8%; and the number of unemployed increased by 0.2%.

Literacy levels of staff is a big challenge for Yukon employers, but not the only one. Considering the territory’s low unemployment rate of 3.7%1, and businesses struggling to keep their opening hours amid labour shortages2, an increase in the Note: Statistics Canada revises Labour Force Survey (LFS) data annually to ensure alignment with the most efficiency of the current workforce could be a strategy to address these challenges. recently available population estimates, geographic boundaries, and occupation and industry classifications. This

standard revision process — which has little impact on key labour market indicators such as employment and the unemployment rates — ensures that the LFS continues to paint a complete and accurate picture of labour market conditions. Figures presented in this report are preliminary. Revised figures will be published as they become available.

14% 12%

Unemployment Rate, Provinces and Territories, January 2023

11.8%

9.5%

Canada 5.0%

10%

7.7%

8% 6%

7.5% 5.2% 4.2% 4.3%

5.0%

6.0%

4.4%

3.9%

Labour Force..............24,100 Employed....................23,200 Unemployed.....................900 Unemployment Rate...3.7% Employment Rate......69.3%

4.9% 3.7%

2% 0%

PEI

NWT

January 2023 Yukon Employment at a Glance:

Contents:

Yukon Bureau of Statistics, Government of Yukon, January 2023 Notes: All figures are based on Statistics Canada’s Labour Force Survey (LFS) estimates. Statistics Canada reports LFS figures rounded to the nearest hundred. Overview ......................................... 1 Therefore, components will not always add up to the total. Comparisons with Canada ........ 2 Analyses and data tables in pages 1 through 4 are based on seasonally adjusted Seasonally Adjusted, 15+ .......... 3 numbers. Unadjusted figures are available on pages 5 through 7. Seasonally Adjusted, 25+ .......... 4 Seasonally adjusted employment figures are widely used and quoted, as they are (1) Government of Yukon, January 2023 https://yukon.ca/sites/yukon.ca/files/ybs/fin-yukon-employUnadjusted, 15+ ........................... 5 considered to be a more accurate picture of the current employment situation than ment-january-2023.pdf unadjusted figures. Some variables, however, are only available on an unadjusted Age, Full-time and Part-time .... 6 (2) CBC Yukon. (2021, November 9). Amid chronic staff shortage, many businesses struggle to basis. Comparisons between adjusted and unadjusted figures should not Yukon be made. Industry and Class of Worker ... 7 For information, definitions on page 8. staymore open. CBC North.see https://www.cbc.ca/news/canada/north/yukon-businesses-reduced-operatDefinitions....................................... 8 ing-hours-labour-shortage-1.6243131

Other Sources of Labour Market Information:

24 Statistics Canada’s Daily Labour Force Survey Release - a Yukon Survey of Employment, Payrolls and Hours, 2021 summary of the current Labour Force Survey numbers from

detailed annual information on number of paid employees,

∞

Looking to the future, aside from the current labour market challenges, automation of industries (thereby replacing part of the workforce) poses an existential threat to labour positions that will be felt in the territory. Not only is this disruption already being felt in automation of certain roles (grocery store cashiers, receptionists, etc.) but the increase in automation, Artificial Intelligence (A.I.), and machine learning, is widely expected to both deepen and broaden the disruption to the world of work. Other underlying features that characterise the current Yukon labour market include the division between the rural communities and Whitehorse, with the latter offering a wider range of job opportunities in industries like government, technology, and finance; these areas typically provide higher-paying jobs, access to better education, and amenities. In contrast, rural areas largely rely on natural resource-based industries, agriculture, and small-scale businesses. Job opportunities in rural regions are often more limited, and wages can be lower. Access to educational and healthcare facilities may be more restricted in rural areas. These rural areas often face more stark challenges related to economic diversification and workforce retention. As the number of foreign workers with significant skills in the workforce has increased, newcomers to Canada have filled gaps in the labour market, but also increase competition for certain jobs. There are also integration challenges: skilled newcomers may face challenges related to credential recognition, language and literacy proficiency, discrimination, and cultural adaptation. Addressing these challenges is essential to fully harnessing their skills and potential. There is also a strong correlation between those individuals who have a low level of ‘traditional’ literacy and those who have a low level of ‘digital’ literacy: • Foundational Skills: Traditional literacy, which includes reading, writing, and basic language skills, serves as the foundation for digital literacy. If individuals have low traditional literacy, they may struggle with reading and comprehending digital content, instructions, and online resources. • Access and Use of Technology: Digital literacy involves the ability to use digital devices and navigate the internet effectively. Low traditional literacy can

create barriers to accessing and using digital technology, as individuals may find it challenging to operate devices or understand user interfaces. • Online Communication: Digital literacy also encompasses the ability to communicate effectively through digital channels, such as email, social media, and online forums. Low traditional literacy may hinder one’s capacity to compose coherent and grammatically correct messages, potentially leading to miscommunication or difficulties in building relationships. • Information Processing: Digital literacy involves critical thinking and evaluating information found online. Low traditional literacy can impede one’s ability to discern credible sources from unreliable ones, increasing susceptibility to misinformation or online scams. • Digital Learning: In an increasingly digital world, education often relies on digital platforms, including online courses and resources. Low traditional literacy may limit a person’s ability to engage with, and benefit from, digital learning opportunities. • Employability: Many jobs today require at least basic digital literacy. A lack of traditional literacy skills can limit one’s employability, as digital literacy is often seen as a prerequisite for various roles, from basic data entry to more advanced technology-related positions. • Digital Inclusion: Digital literacy is essential for full participation in modern society, including online civic engagement, accessing government services, and participating in the digital economy. Low traditional literacy can lead to exclusion from these opportunities. • Intergenerational Impact: There can be intergenerational effects as well. Parents with low traditional literacy may struggle to support their children’s digital literacy development, potentially perpetuating a cycle of limited digital skills in the family. In 2020, the Mining Industry Human Resources Council (MIHRC) published “The Changing Nature of Work: Innovation, Automation and Canada’s Mining Workforce3” concluding that the digital transformation of the sector is characterized by its dynamic and non-linear nature. The adoption of new technologies will affect workers in the industry differently, both in terms of timing and extent. Some innovations will introduce fresh job roles, while others will alter or replace tasks previously carried out by humans. This will result in an increased demand for certain workers’ skills and a decreased demand for others. The impact of new technologies on workers’ jobs will vary, leading to enhancements, redesigns, or full automation based on the specific occupation. Future work will necessitate a significantly different skill set compared to the past, requiring individual workers to adapt to multiple roles and job activities as equipment, technologies, and processes evolve. As new technology is integrated,

the labour force will need to update their skills and expertise to ensure smooth operational integration. New employees will face higher expectations for basic training, post-secondary education, and ongoing learning. Understanding how the demand for skills may change in comparison to the current skills landscape is crucial for industries across the Yukon to prepare for future needs. Consequently, it is essential to identify the workers who will encounter the most significant challenges and those who will likely be affected first. Furthermore, those with lower literacy levels were identified as being the most vulnerable to disruption. A consistent observation from stakeholder feedback was that, “automation and digital technologies will impact all occupations to a certain extent, but the impact will be notably more adverse for low-skilled workers engaged in manual or repetitive tasks, as opposed to those with advanced skills and education3.”As a result, manual labour positions will lose attractiveness, and the demand will transition towards more technical, knowledge-based roles that necessitate increased utilization of computers and software programs. This paper highlights employee literacy as a key strategy to enable employees to both take advantage of these opportunities and mitigate the negative impacts on the workforce: Literacy and essential skills include reading comprehension, writing, and critical thinking, and are among the 10 skills of interest investigated in this report’s quantitative analysis. Essential skills enable individuals to access and use information effectively, and solve problems in a complex, ever changing and knowledge-intensive society. Individuals with inadequate literacy skills are more likely to have worse health outcomes, lower earning potential, and fewer opportunities4. Combining the information from the MIHRC paper with the survey responses paints a picture of a Yukon labour market that has a significant need of improved literacy, especially in the areas that relate to digital literacy; and in the face of continued technological developments, these challenges will become more significant in the future. In conclusion, while our labour market survey has revealed the pressing need for enhanced literacy skills in the Yukon, particularly in the realm of digital literacy, it is important to recognize that challenges also present opportunities. With proactive investments in training and development, both by employers and through government initiatives, we can empower our Yukon workforce to adapt and thrive in an increasingly digital world. By acknowledging these needs and taking affirmative action, we are not only securing a more prosperous future for our employees but also bolstering our businesses and the economy. Together, we can bridge the literacy gap and ensure that the workforce of tomorrow is well-equipped to embrace the opportunities that presents in the digital age of the Yukon. (3) Mining Industry Human Resources Council, page 14 https://mihr.ca/wp-content/uploads/2020/05/ MIHR_Innovation_Report_EN_WEB.pdf (4) Mining Industry Human Resources Council, page 47 https://mihr.ca/wp-content/uploads/2020/05/ MIHR_Innovation_Report_EN_WEB.pdf

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