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Glass Ceiling Persists in Canada’s Boardrooms, Survey Says


According to a poll of 500 female executives conducted by Ipsos Reid and comissioned on behalf of Randstad Canada, the country’s Canadian leader for staffing, recruitment and HR Services, when it comes to salaries, promotions, important decisions and travel, the “glass ceiling” is a very real challenge for today’s female business leaders.

Hanna Vineberg, Vice-President Central Ontario, Randstad Canada says that while equal opportunity in the Canadian workplace has progressed substantially over the years, much work still needs to be done when it comes to removing any and all gender issues in the workplace.

The survey results indicate Canada’s female managers and executives are still seeing a divide on a range of factors when it comes to the differences between men and women in the workplace, with salary topping the list.

Seventy-seven per cent of those polled felt there remained a moderate (39 per cent) or large (37 per cent) divide between the financial compensation a man receives in a leadership role, compared to what a woman receives in the very same position. On the other side of the spectrum, just seven per cent believe that women’s workplace salary is perfectly equal with their male equivalent, while 16 per cent say they notice a small divide.

On a regional basis, this is felt more in Ontario (83 per cent very large or moderate) than anywhere else in the country. Sixty-seven per cent of Quebecers, on the other hand, felt there was a very large or moderate divide, showing more parity in the market than anywhere else in Canada. In fact, Atlantic Canada was the only region in Canada where more than one in 10 (13 per cent) responded that salary was equal for both men and women.

Moving up in the organization also seems to bring about the same divide as salary, with 92 per cent of those women polled feeling there was at least some divide in the opportunities for men and women to be promoted. Nearly three quarters (72 per cent) felt the divide continues to be moderate or very large.

In fact, more than 70 per cent of respondents in every region in English Canada felt there remained a substantial divide in how women and men are considered for promotions, while three in five Quebec respondents (62 per cent) felt this to be the case. Additionally, none of Alberta’s respondents felt that women had an equal consideration for promotions when considered directly with men.

A similar divide is also seen in terms of decision making, where 70 per cent of those polled felt that men are much more likely to be given the opportunity to make important decisions than women.

There also remains a wide gap in the perceptions of Canadian women as to who gets the best assignments in their workplaces. Nearly seven in 10 (69 per cent) feel that men are still frequently assigned the best jobs, tasks or projects compared to women in similar roles, with those in British Columbia (73 per cent), Ontario (71 per cent) and Atlantic Canada (70 per cent) feeling this to frequently be the case.

Even when it comes to business travel, there is still a divide between men and women. More than four out of five women (83 per cent) still felt than men are given somewhat more travel opportunities than women, with half of those polled (53 per cent) feeling there remains a very large or moderate divide when it comes to business travel.

According to Vineberg, “Based on the survey results alone, it is clear there are many divisions seen in the workplace and we still have a long way to go when it comes to salaries, promotions, decision making opportunities, choice assignments and even business travel,” she says. “The persistence of the glass ceiling makes it particularly difficult for organizations to hold on to their best and brightest women. Dismantling the glass ceiling requires an accurate understanding of barriers to advancement that women are facing.”



For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233



Nearly Half Of Canadians Feel Overqualified For Their Job


Are Canadian’s overqualified for their positions? Findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, reveal that 44 per cent of Canadian’s feel overqualified for their job.

According to the results, four out of 10 Canadian employees believe they are overqualified. This is similar to the global average. Globally almost half (47%) of employees currently feel overqualified in their job. The numbers are highest in China (84%), Turkey (78%) and Greece (69%) and lowest in Belgium (28%), Luxemburg (23%) and Denmark (25%).

On the other hand, two out of 10 Canadian employees say they are under qualified for their position. While globally, one in five workers believe they are under qualified for their job. The number of employees who say they are under qualified for their job ranks highest in Italy (47%), Japan (42%) and Chile (41%) and lowest in Hungary (4%), Czech Republic (7%) and Greece (9%).

Additionally, almost half (45%) of Canadian employees see colleagues in a job above their educational level. While four out of 10 see others in a job below their educational level. Employees from Brazil (61%), Hong Kong (71%) and China (65%) believe many of their colleagues work below their educational level. In Argentina, only 18% of employees feel they are under qualified in their own positions but 65 per cent believe many of their colleagues are under qualified for their jobs.

Most of Canadians’ jobs are a good match with their field of study (72%). Two thirds say that colleagues have a job which is a good match with their field of study. Similarly, in Hong Kong (78%), India (82%), Denmark (80%) and Norway (68%) many employees indicate that their job is a good match with their educational background. On the other side of the spectrum, few employees in Japan (37%) and Slovakia (48%), say they are currently in a job that matches with their field of study.

Hanna Vineberg, Vice-President Central Ontario, Randstad Canada says the data suggests that Canadian workers may feel less challenged by their current jobs. “It raises questions about how this will affect employee turnover and retention. Employers who want to keep their best people should be looking for more and better ways to keep them challenged, upwardly mobile and happy,” she says.

“More experience is a good thing, and can likely bring value to your business. But as an employer it’s important to make sure there is room for a person to grow and develop new skills - otherwise they will be bored,” adds Vineberg. “Employers now more than ever should be investing in the skills development and training that their employees value most.”

Vineberg provides some examples for employers when it comes to keeping employees challenged at work. “Your employees are looking for greater variety and more autonomy. Get to know your employees' skills, goals, and aspirations, ask your employees for their input, rotate assignments or combine tasks, or help your employees set enrichment goals,” explains Vineberg. “When employees feel you’re committed to their growth and enrichment, they’ll commit to the organization and its goals.”



For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233


Change Management Strategies: How to Manage Change In Today’s Evolving World of Work


TORONTO, October 24, 2012 – Change is an inherent characteristic of any organization and like it or not, all organizations must change in order to remain relevant.  But it is how change is managed that can be the difference between surviving and thriving in business. Randstad Canada, the Canadian leader for staffing, recruitment and HR Services,  believes when it comes to change management, leaders must apply a structured approach when implementing successful change management strategies.

According to Hanna Vineberg, vice-president Central Ontario at Randstad Canada, as leaders of change, managers have a critical role to play in ensuring that the change effort is successful. “In order to align everyone in the organization around the change, and make sure a it has a positive and long-term impact, managers must develop a thorough implementation plan, and above all, a strong and compelling communications program,” she says.

Vineberg suggests a few, high-level principles to keep in mind when managing change:

  • Describe the benefits: Emphasize the benefits of adopting the change. Explain where the opportunities lie for employees and highlight the possibilities in terms of growth and development.

  • Identify zones of resistance: Be sensitive to how individuals respond while keeping in mind that the process of commitment and acceptance takes time. Make sure you understand where the resistance comes from, and craft and deliver a message that will help employees view the benefits of the change, and support them through the transition. 

  • Communicate and involve: Allow the employees to become a part of the process. Involve workers in the planning process, mobilize your team through an inspiring vision, and be able to support and listen if you encounter resistance, and provide sufficient training.

  • Get feedback and reinforce: Make sure you put in place channels to provide and collect feedback to better understand your employees’ concerns and issues, whether through focus groups, surveys, hotlines, etc.

  • Monitor results: Evaluate your program with ongoing metrics that will identify weak areas and minimize any downside to unanticipated new issues. Revisit the initiative periodically and realign it to your business goals.

Vineberg emphasizes that effective change management is about collaboration, discussion and open lines of communication. “Even though change can be destabilizing, it is an opportunity for growth and innovation,” she says. “Leaders that communicate in a clear, inspiring and timely fashion will be better positioned to manage change successfully and to build a shared vision of the future.’’

This week, Randstad Canada launches its 10th annual Breaksfast Seminar Series in 11 cities across Canada. The focus of this year’s event is on change management and features renowned speaker Marc André Morel.


For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233



Canadian Industries with the Most Opportunity for Female Executives


According to a poll of 500 female executives conducted by Ipsos Reid and comissioned on behalf of Randstad Canada, the country’s Canadian leader for staffing, recruitment and HR Services, the Canadian industries with the best opportunities for female executives remain within the “traditional” fields.

According to the survey results, over half of female managers and executives polled believe that the healthcare and education sectors provide the best opportunities for women to move into managerial/executive positions in the next three to five years. Six in 10 (58%) think the healthcare sector provided the most room for growth, topping the list, while slightly over half (52%) forsee the education sector providing the best opportunities.

Other fields that were mentioned as providing ample room for advancement were the not-for-profit sector (35%), financial services (32%), hospitality (29%), professional services (23%), the public sector (22%), information technology (11%), engineering and construction (6%), oil and gas (3%), and transportation and logistics (2%). Rounding out the list as the industry least likely to provide advancement opportunities was the manufacturing sector (1%).

Molly Huber, Vice President, Western Region, Randstad Technologies, says she is not surprised by the list of industries that present the greatest opportunities for women to advance into the executive ranks over the next three to five years. “Women have traditionally led in fields like education but their dominance in fields such as business, finance and professional services comes as no surprise. Even in fields they do not currently dominate, it is undeniable that women are making significant strides in what are typically considered male-driven job markets,” she adds.

But Huber says many organizations, from all industries, still need to work harder to improve gender diversity at the executive level. “Companies need to do more to advance female talent by providing leadership training, mentoring and coaching, and creating opportunities for women with leadership potential to progress from more junior roles,” she says.

“The remarkable female speakers who attended our Women in leadership luncheon, like Dr. Wendy Cukier, Vice President Research and Innovation and Tova White, Vice President, Human Resources, Coca Cola Canada, prove it is possible for women to not just to be a part of the workforce, but to lead it as well,” says Huber. “Some of these women have paved the way for other women to aspire to top-tier positions in the workforce.”

Women are having a seismic impact on our economy, creating jobs and driving innovation, says Huber. “It’s important for women to mentor and share ideas with each other, and also offer insight into overcoming business challenges; this is the recipe for success.”



For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233


Challenges and Opportunities Facing Today’s HR Professional


Within the context of global mobility, an increasingly diversified workforce, and looming skill shortages, there has never been a greater need for HR professionals to question what they do, why they do it, and the purpose of their work. Randstad Canada, the Canadian leader for staffing, recruitment and HR Services, discusses the opportunities and challenges facing HR professionals and addresses five basic concerns that go the heart of the talent management function’s future.

It is undeniable that the challenges and opportunties within the human resource field are constantly evolving. Here are just a few of the competitive challenges and opportunities that face human resources management departments:

Sourcing top talent

The opportunity: The war for talent is putting pressure on today’s organizations, offering great career prospects for skilled recruiters. “At Randstad Canada, we’ve seen an increased demand for HR consultants and recruiters. The demand for the first half of 2012 (Q1 2012 and Q2 2012), compared to the first half of 2011 is up 44% in Canada,’’ says Jean-Francois Vezina, Vice President, Randstad Professionals.

The challenge: Talent shortage, especially in technical fields, will continue to be the most pressing issue for employers over the coming years. Broadening the search, providing additional training to current staff, partnering with campuses, focusing on retention, are but a few strategies HR professionals can put in place to overcome skills shortage.

Managing diversity in the workplace

The opportunity: As organizations compete on a global scale, there is the growing necessity to employ diverse talents in order to understand the various niches of each market. There’s a great value in employing a mix of talent from diverse cultural backgrounds, genders and ages, in order to respond efficiently and creatively to new business opportunities.

The challenge: HR professionals have to be well aware of the different set of expectations in order to hire, and retain the best talent. ’’Diversity in the workplace is definitely a key driver for innovation and growth, but that requires agility from HR departments. Taking the time to understand the needs of the different groups and create a value proposition that talks to them will go a long way in fostering a harmonious and productive workplace,’’ adds Vezina.

Relying more heavily on a contingent workforce

The opportunity: Temporary and contract staffing is on the rise. In today’s ever-changing and competitive business world, adopting a talent on demand approach helps organizations better control the hiring costs. “The economic crisis in 2009 has accelerated the shift toward free agents, contingent workers and just-in-time employees, as organizations have learned to become more adaptable in order to deal with market fluctuations,’’ says Vezina.

The challenge: As organizations deal with an increasingly complex supply chain, HR professionals need to manage volume requirements without compromising quality of hire. They need to work on all fronts: forecasting the demand, putting in place efficient tracking tools, dealing with multiple external vendors, while focusing on employee engagement and adequate training.

Tapping into social recruiting

The opportunity: To better connect with younger workers, many companies are embracing social media. HR recruiters have quickly learned to use tools like Linked in to target the exact skill sets required for often difficult-to-fill positions.

The challenge: But social media forces companies to be image-conscious. According to Vezina, “Information travels fast on social media, and frequent and open interaction allows candidates to develop their own idea of the company’s values and brand quite quickly. HR professionals must ensure there is a strong connection between what the brand promises and what it delivers in terms of work conditions and career prospects. Young workers won’t give in to promises, they want to be happy in their jobs right away,’’ he says.

Acting as a strategic partner

The opportunity: Today, most companies feel that their HR departments are direct contributors to their business. HR can help meet the business objectives by managing and leading change, and mobilizing talent in order to keep the organization competitive. “There are growing opportunities and career prospects for HR professionals with a business background who are able to show the impact of their resource management strategies on the company’s growth,’’ says Vezina.

The challenge: Organizations acknowledge the importance of involving HR in their business strategies, but there is still a gap between the vision and the reality. “What we’ve observed is that not many HR professionals have had a huge experience in fulfilling that strategic role, as they were solely focused on the transactional function. Companies need to define how they want to bring their HR resources to the next level, providing them with the business vision and the tools they need to get there,’’ says Vezina.



For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233


Skills Shortage: Survey Says Canadian Employers Have Difficulty Finding the Right Talent


As the country continues to experience skills shortages in key sectors of the economy, Randstad Canada describes the country’s growing shortage of highly skilled labour as critical, predicting shortages in the Manufacturing, Automation and Energy and Utility industries. Supporting this view are findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, which reveal that Canadian businesses are reporting serious problems finding the workers they need amidst a growing skills shortage.


Jan Hein Bax, President, Randstad Canada says many businesses are experiencing difficulties finding skilled workers to meet their specific needs. “The demographic shift resulting in retirements, a deepening shortfall of skilled workers and the growing mismatch between the skills needed and those available has evolved into an undeniable skills crisis,” he says.

According to survey respondents, two thirds (66%) of Canadian employers have trouble finding the right people for specific jobs. And even more (58%) believe Canadian employers are experiencing problems finding highly qualified people. Additionally, 55 per cent of Canadian employees say they expect a shortage of highly qualified employees within the next three years. While more than half of Canadian respondents also say they expect to see a shortage of staff in specific jobs.

The lack of skilled workers is affecting many of Canada’s sectors, regions and employers, says Bax. “According to our internal figures, Randstad Canada has seen shortages in the Manufacturing, Automation and Energy and Utility industries this year,” he explains. “And within these three industries, the Greater Toronto Area, Montreal and Calgary regions specifically experienced difficulties finding Engineering talent. In terms of roles, draftspersons, mechanical engineers and mechanical designers proved to be the roles that were hardest to fill within the above regions and industries,” adds Bax.

The skilled trades industry is also feeling the effects says Bax. “In Quebec, in particular, we are also seeing strong demand for machinists, electro mechanics, industrial mechanics, welders, and supervisors in industrial management,” he says.

But the skills shortage is a real issue not just in Canada but all over the world. According to the Workmonitor survey results, globally, almost 60 per cent of respondents say employers have difficulties finding the right person for the job. Especially in Brazil, where 71 per cent of employers reportedly have difficulties finding the right talent.

Similarly, finding highly-qualified people is an issue for almost half of the world’s employers. This is less of a problem in Greece, Italy, Spain and Denmark where approximately just one third of employers experience this. Globally, 47 per cent of employees also expect a shortage of highly qualified staff within the next three years, especially employees in Hong Kong (67%),China and India (both 65%). On the other hand, Czech Republic (34%), The Netherlands and Denmark (33%) have the lowest proportion of employees expecting a shortage of highly qualified staff.

According to Bax, the skills shortage is becoming one of the great challenges facing the world of work. “To combat the lack of essential skills, there is a strong need to cultivate continuous learning and employers must invest more into their workforces,” he says. “We need to confront this issue head-on in order to improve the productivity of our workforce.”



For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233


Bullies in the Workplace: How to Cope


In today’s competitive workplace, dealing with bullies in the workplace can be an unfortunate reality for some. So what should you do if you find yourself to be a victim of bullying in the workplace? Randstad Canada, the Canadian leader for staffing, recruitment and HR Services, offers helpful advice to workers dealing with workplace bullying.

According to the results of a recent study by, 45 per cent of Canadian workers say they have felt bullied at work. One-third of these workers report suffering health-related problems as a result of workplace bullying and 26 per cent say they decided to quit their jobs outright in order to escape the situation.

"Bullying can take various forms, like constant criticism, being yelled at in front of other people, or even physical abuse. Before it escalates and creates real damage to your mental and physical health, you need to assess the situation and to take appropriate measures to find a resolution", says Hanna Vineberg, Vice President Central Region, Randstad Canada.

If you are currently dealing with workplace bullying Vineberg suggests following the steps below:

Speak up for yourself: Don’t let it slide. If someone in your office verbally abuses you or one of your co-workers, speak up. Saying, "I'm sorry. I don't think I understood what you meant," will force the person to explain why a hurtful joke was funny, making everyone around understand that the comment was out of line. If a bully yells at you or tries to intimidate you in any way, respond firmly, directly and concisely: "Please don't speak to me that way," or "That's inappropriate," will do the trick.

Document: Keep a factual record of what transpires. Be sure to write down:
• The date, time and what happened in as much detail as possible;
• The names of witnesses;
• And the outcome of the event.

Remember, it is not just the character of the incidents, but the number, frequency, and especially the pattern that can reveal the bullying or harassment.

Report: When the direct approach does not resolve the issue, mediation or discussion with a third party may be required. Report the harassment to the person identified in your workplace policy, your supervisor, or a delegated manager. A neutral and independent person can assist resolution through discussion of the issues.

According to Vineberg, to ensure reprehensible behaviour is not tolerated, it needs to be openly talked about. “Leaders need to be accountable, vigilant, and make sure they clearly set the example, promote corporate values and communicate internal policies in a clear way in order to foster a positive and open working environment.’’



For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233


Job Hunting? Visit Randstad Canada’s National Open House on September 12!


National Open HouseAs the unemployment rate in Canada remains at 7.3%, Randstad Canada’s National Open House returns to offer those who are job hunting everything from recruitment to career advice all across the country. Randstad Canada, the country’s leader for staffing, recruitment and HR services, invites job seekers from across Canada to meet with recruitment experts who will connect them with the country’s top employers.

On September 12, Randstad Canada will hold a day-long open house, taking place in all offices across the country. From 8 a.m., job seekers can drop in to a local office and have an introductory interview with a Randstad consultant to explore whether one of the hundreds of permanent or temporary full-time jobs Randstad Canada is recruiting for might be a fit.

“Last year, our national open house attracted an impressive number of job seekers, and we interviewed thousands of talented candidates. Even as the use of social media and smart phones continue to grow in popularity when it comes to job searching, there is no denying the value of face to face interactions’’, says Marc-Étienne Julien, President of Randstad Canada’s Staffing Division.

“By meeting with our recruitment experts, jobseekers will have instant access to multiple employers from across the country and around the globe, as well as insightful career advice ranging from how to write an attractive résumé to acing the interview and skillfully negotiating your salary’’, adds Julien.

There are a range of positions available in the areas of administrative support, industrial support, skilled trades, accounting and finance, and call centre and customer service. No appointment is necessary, however, job seekers are asked to bring a resume and two references with them.

Visit your local branch today.



Women in Leadership, New Realities for Today and Tomorrow


Women in LeadershipMuch has been said about Canada’s progressive business environment removing the glass ceiling for women in the workplace. But are our corner offices any more accessible for women today than they have been in the past? According to the findings of the recent Women in Leadership survey of 500 female managers and executives, conducted by Ipsos-Reid on behalf of Randstad Canada in late June, there are still many obstacles that women need to overcome in the workplace when striving to reach the managerial and executive ranks.

Today, three in five (60%) women see managing work and family as the most challenging obstacle that women face, though outdated perceptions of women in managerial and executive roles (51%), limited opportunities in the Canadian market (50%) and a lack of female mentors and training (49%) remain difficult factors to overcome.

While managing work and family is the most challenging obstacle, the vast majority of those polled (91%) felt they have been able to effectively strike a balance between the two well. Additionally, nearly half (43%) feel it is easier to manage work and home obligations today than it was five years ago. With that said, nearly one in three (28%) women felt it was actually more difficult to manage the two today than in the past.

“What we’re seeing are some very positive signs for women that are striving to reach the managerial and executive levels of their organizations, but some very real challenges and obstacles that they are still facing,” says Gina Ibghy, Vice President, Organizational Development and Human Resources, Randstad Canada. “When it comes to excelling both at work and outside of it, women face unique challenges including, unfortunately, outdated perceptions that make it difficult for women to move up the ranks.”

In fact, the survey results indicate that many Canadian women in managerial and executive roles continue to see a very real divide in the way men and women are compensated and rewarded when reaching the senior ranks. According to polling, more than three in four (77%) felt there remained a moderate or large divide between the salaries women can expect for performing the same roles as men, with Ontarians (83%) feeling it most strongly in their market.

This divide extends to a number of other important elements, such as promotions, influence in making important decisions and being given the best jobs/projects. More than nine in ten (92%) women surveyed felt there was at least some discrepancy between men and women in terms of opportunities for promotions, while 70% felt men are more likely to be given the opportunity to make important decisions than women. Sixty-nine per cent of those polled also felt that men more frequently receive the best jobs and projects when compared to women in similar roles.

However, there have been positive changes made in the past five years to encourage more parity between men and women. According to those polled, the biggest change in the past five years is that there are more women leaders seen demanding equal opportunity for promotions within organizations (28%), followed by better work-life balance and flexible working arrangements (16%) and more opportunities (12%).

In fact, more than half of those polled (51%) expect to see more women in managerial and executive roles in five years compared to today – with only three per cent feeling there will be less in the future. Healthcare (58%) and Education (52%) are the two industries in which those polled felt there would be the greatest opportunity for women to move into managerial and executive positions over the next three years, followed by Not for Profit (35%), Financial Services (32%) and Hospitality (29%). Industries that have traditionally been seen as more male dominated, such as Engineering and Construction (6%), Transportation and Logistics (2%) and Manufacturing (1%) were seen as providing much less opportunity for women to move into senior roles in the coming years.

“It’s apparent that many women still feel there is a very real divide between what they can expect in senior roles, compared to their male counterparts. However, there does appear to be optimism that more opportunities are on the horizon for women” says Ibghy. “In order to attract the top talent and truly promote gender diversity in more senior roles, it will be important for Canadian employers to demonstrate that the opportunities available to women in their organization are every bit as attractive as they are for men in similar capacities.”

Other interesting insights from the Women in Leadership study include:

• Quebec appears to be one of, if not the, most progressive markets in Canada, with fewer Quebec-based respondents noting challenges or obstacles to overcome in their progression into management or perceptions of a divide between men and women in terms of compensation and responsibilities at more senior levels.

• Personal goals/passion (37% of respondents) and a desire to be self-sufficient (22%) have been the biggest sources of support/inspiration for those polled to strive for a managerial or executive position.

• Eighty-two per cent of respondents feel that the decision to raise a family has a greater impact on a woman than it does a man looking to advance their career

• Of the 500 women polled, over forty percent (41%) were already in an executive position within their organization. However, nearly as many (38%) responded that they did not personally aspire to a senior executive role within their organization. Only 21 per cent of those polled that were not already in a senior capacity responded that they aspired to obtain that type of role.

• More than four out of five (84%) women polled said their organization had not provided them with a sponsor or mentor to help in their career path, though 79% feel internal sponsors are an important factor in helping more women obtain managerial and executive roles going forward.

• Strong leadership abilities (98%), rational and quick decision making abilities (98%), exceptional results (94%), networking skills (93%) and self-promotion (89%) are almost universally seen as important skills or factors to helping more women obtain senior roles in the next three to five years.

• On average, women are much more strongly represented in middle-management roles (46.2%) than in senior management (31.3%), senior leadership (28.4%) or executive board (24.5%) roles.

• The majority of women (54%) are not interested in relocating, even to a new city in their own province, for a 20% increase in salary. Less than one quarter (23%) would be willing to relocate to a new country for the same pay raise. For those that would not relocate, the main reasons are because they are happy with where they currently live and work (73%) or they’re not interested in moving away from family or friends (40%).

• Younger women (18-34) are more likely to consider relocation for a substantial raise, with seven in ten saying they would consider a job in a new city in their current province, while nearly forty per cent (38%) would consider relocating to a new country for a 20% pay increase.

Full results from the study are available online at


Survey Methodology: These are some of the findings from an Ipsos Reid survey conducted between June 18 to 25, 2012, on behalf of Randstad Canada. A sample of 500 women who held managerial/executive roles in their organization were interviewed online. Individuals were disqualified if they did not meet management criteria. Weighting was then employed to balance regional composition according to Census data and to provide results intended to approximate the sample universe. A survey with an unweighted probability sample of this size and a 100% response rate would have an estimated margin of error of +/- 4.4% percentage points, 19 times out of 20, of what the results would have been had the entire population of female managers or executives in Canada been polled. All sample surveys and polls may be subject to other sources of error, including, but not limited to coverage error, and measurement error.

About Randstad Canada: Randstad Canada is the Canadian leader for staffing, recruitment and HR Services. As the only fully integrated staffing company in the country, we understand the recruitment needs and demands of employers and job seekers across all levels and industries. Through our insightful knowledge of local markets, employment trends and global network of recruitment experts, we are shaping the Canadian world of work. Visit


Job Search Tips For The Back To School Season


Has your summer job come to an end and you're looking for an after school job for the fall? Are you a parent looking for a part-time job now that the kids are back in school? Or were you unsuccessful in your search and unable to find a job over the summer months? Regardless of your situation, Randstad Canada, the country’s leader for staffing, recruitment and HR Services says the back to school season is a good time to jumpstart your strategy and offers some helpful job search tips.

Jan Hein Bax, President, Randstad Canada says the back to school season can provide great opportunities to give your job search a much needed boost. “If you’ve been looking for work and you’re not getting many interviews or job offers, you need to re-evaluate your strategy. You have to try new things and do more to stand out. What are some things you haven’t done yet for your job search? Maybe you have yet to build a portfolio, start a blog, or meet with a recruitment agency. Pick a few tactics you haven’t yet tried in your job search, and try them,” he says.

Bax offers the following job search tips to help you make the most of the back to school season and get you closer to landing a new job.

Network, network, network: Back to school offers the opportunity for many valuable chances for networking. Talk to a variety of people and exchange contact information. Networking is still one of the best ways to land a new job, and it can happen anywhere. You never know who can help you land your next job. Networking is essential at every stage of your job search.

Refresh your information: Summer is coming to an end, and it’s time for an update – go through your job search material and refresh it. Update your resume with new experience, skills, or information; update your cover letter format to reflect any changes or to include new examples of your accomplishments and goals.

Focus on social media: Don’t forget about your Facebook, Twitter, or LinkedIn pages. Your computers, social networks, and smartphones are potential job-search gold mines - if you make the effort to use them wisely.

Consider professional help in your search: Staffing firms can act as an intermediary and connect you with companies that have open positions.

And finally, Bax emphasizes the importance of maintaining a positive attitude. “The best thing about back-to-school season is that it represents a new beginning. It presents the opportunity for a fresh approach and it may be just the thing you need to reinvigorate your job search.”


For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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