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Labour Market Study shows Engineering Market Skills Shortage and Job Growth

 

Engineers Canada released Engineering Labour Market in Canada: Projections to 2020 that shows Canada is facing a short supply of engineers with more than 10 years of specialized experience. 

The report projects 95,000 professional engineers will retire by 2020. Canada will face a skills shortage because the workforce cannot be replaced fast enough by incoming Canadian or experienced internationally trained graduates.

The report found that supply and demand imbalances are becoming more serious. While engineering labour market conditions vary from region to region, markets must find ways to strike a balance between retiring workers and training incoming graduates and international engineers interested in working in Canada.

“The study will help engineers, students, employers and governments plan for the future requirements of the Canadian engineering labour market,” said Kim Allen, FEC, P.Eng., chief executive officer of Engineers Canada. We thank Randstad Engineering as the sole sponsor of this important study with Engineers Canada.”

“As the country’s leading experts in staffing, recruitment and HR services, we are thrilled to partner with Engineers Canada once again and offer localized labour market information on the future needs of the engineering industry,” said Jan Hein Bax, President of Randstad Canada. “The shortage of highly skilled professionals is undeniably contributing to the challenges faced by Canada’s engineering industry. In order to ensure competitiveness and benefit the future growth and prosperity of tomorrow’s engineering workforce, it’s important to fully understand the current and future needs of the industry. This valuable research is critical to taking us one step closer to addressing these industry challenges head-on.”

Other key findings of the report include areas of job growth due to investment in resources, utilities and infrastructure. This is particularly evident west of Quebec, meaning engineers who are willing to move will find many prospects. However, overall job growth forecasts were weaker than in earlier reports as a result of global economic conditions and government restraint. In terms of immigration, experienced and specialized engineers will have better job prospects in Canada, as employers have recruiting needs for specific projects, but markets will be weaker for new graduates.

The report explores demographic trends and job growth projections, including an overview of disciplines and geographical markets, such as occupations by province, and a new economic background with a detailed forecast of international conditions.

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Randstad Engineering is Canada's leader in Engineering Recruitment and Workforce Solutions.http://randstad.ca/engineering/

Engineers Canada is the national organization of the 12 provincial and territorial associations that regulate the practice of engineering in Canada and license the country's more than 250,000 members of the engineering profession. Engineers Canada is the business name of the Canadian Council of Professional Engineers. www.engineerscanada.ca

 

For more information, contact:        

Dayana Fraser, Marketing/Communications Specialist

416-962-9578, ext. 2317, Dayana.Fraser@randstad.ca

Marc Bourgeois, Director, Communications & Public Affairs

613-232-2474, ext. 238, marc.bourgeois@engineerscanada.ca

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Canadian Employees Enter New Year with Bright Expectations

 

Findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, indicate that Canadian employees will head into the New Year with a bright outlook and higher expectations about their work life.

Hanna Vineberg, VP of Central Ontario, for Randstad Canada says that in 2012, the company’s internal figures show a positive increase in overall demand when compared to 2011. “Over the past year we have seen an increasing number of companies show a willingness to look at how they can grow their business through strategic investments and by investing in their people – there is a lot of opportunity,” she says.

“A few of the divisions which showed an increase in 2012 compared to 2011 were Accounting and Finance Support , Administrative Support, Finance & Accounting, Industrial Support and Skilled Trades and Industrial Management,” explains Vineberg. “We’ve also seen an increase in demand in Canada’s western provinces (2012 compared to 2011) while the skilled trades also continue to be a growing sector in Quebec,” she says.

According to Vineberg, despite lingering economic uncertainty the positive findings reflect a general view that progress has been made. “Although the Canadian employment market has had its share of challenges over the years, there remains abundant cause for us to be optimistic as we enter the new year,” explains Vineberg. “The economy is growing. The OECD forecasts Canada continuing to outpace its Group of Seven peers in economic growth over the next 50 years.

Supporting this view are the results of the most recent Workmonitor survey. The numbers indicate that most employees feel the economic situation in Canada is good (62%) and are optimistic about next year. Two thirds of Canadian respondents also say they expect that the situation will improve next year (65%). Additionally four in every five companies are performing well financially (80%). Three out of four expect to do even better next year (74%).

The survey indicates many Canadians are optimistic about several key aspects of their work life in 2013 and are looking ahead through positive eyes. “That’s great news,” says Vineberg. “The results of the survey are especially good news for employers. The confidence that Canada’s employees have, means they will then have the confidence to invest in themselves and in their organization,” she says.

On the other hand, global results differ as over 61 per cent of employees globally label the economic situation in their country as “bad”. The highest scores are from Greece (98%), Spain (96%), Hungary and Italy (both 94%). The number of global employees who think the economic situation in their country is “good” ranks highest in Norway (94%), Switzerland (87%) and Sweden (74%). Similarly, two thirds of global employees say they expect the financial performance of their organization to improve in 2013. Brazil (86%) and India (92%) rank highest in their expectations while Greece (32%), Luxembourg (38%) and Japan (39%) are more reserved in their expectations.

When it comes to yearly raises and bonuses most employees feel stronger about deserving a financial reward. 65 per cent of Canadian workers say they received a pay raise in 2012 compared to 2011. On trend, 74 per cent of Canadian employees expect their salaries to rise in 2013, and 64 per cent feel they should receive a one-time reward/bonus for their achievements in 2012. But despite the positive outlook, only 35 per cent of Canadians expect to receive a yearly bonus.

In other parts of the world, financial expectations for 2013 are high. Globally, 76 per cent of the world’s respondents feel they should receive a financial reward or one-off bonus, based on their achievements in 2012. Yet only 53 per cent expect to actually receive such a reward.

Interestingly enough, much of the world, including Canada agrees that achieving a work life balance in 2013 is important. According to the survey results, 69 per cent of Canadian workers say their workload increased in 2012 while 75 per cent say they want a better work life balance in 2013. While on a global scale, 80 per cent of respondent say they would like a better work-life balance in 2013. Mexico (87%), Hong Kong (96%) and Chile (96%) rank the highest in this need while this wish is present but not felt as strongly in Denmark (64%), Netherlands (66%) and Belgium (67%).

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The Randstad Workmonitor: After the successful introduction of the Workmonitor in the Netherlands in 2003 and more recently in Germany, the survey now covers 32 countries around the world, encompassing Europe, Asia Pacific and the Americas.

The Randstad Workmonitor is published four times a year, making both local and global trends in mobility regularly visible over time. The quantitative study is conducted via an online questionnaire among a population aged 18-65, working a minimum of 24 hours a week in a paid job (not self-employed). The minimal sample size is 400 interviews per country, using Survey Sampling International. Research for the third wave in 2012 was conducted from October 18 to November 6, 2012.

For the complete set of findings, including comments on differences in opinion by generation, gender and education, visit: http://www.randstad.com/press-room/research-reports.

 

For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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Corporate Holiday Gifts: Canadian Employees Say ‘Tis the Season for Receiving

 

Companies considering cutting corporate holiday gifts this year may want to think twice. Findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, indicate that 41 per cent percent of Canadian workers report they would like a gift from their employer this holiday season.

According to survey results, over four out of ten (45%) Canadian employees normally receive a gift of their employer, which is similar to the number of Canadian workers that expect to receive one this year (41%). The globally consensus is slightly higher as 48 per cent of respondents from around the world reported receiving a Christmas gift or gift voucher from their employer at the end of the year and 52 per cent expect to receive a gift this year.

Interesting to note is that although it is not common practice in Argentina (54%) to receive a Christmas gift, 80 per cent of the employees expect to get one this year. The same applies to Chile (52% usually gets one vs. 82% expecting one this year), Hong Kong (65% vs. 88%) and Malaysia (47% vs. 71%).

Hanna Vineberg, Vice-President Central Ontario, Randstad Canada, says tokens of an organization’s appreciation, even small ones, can have a big impact on employee morale and productivity. “This data shows a huge opportunity for employers to foster a loyal environment and maintain a productive workforce. Employees enjoy holiday rewards and feel even more appreciated and motivated when they receive them,”says Vineberg. “This is positive news for employers still struggling in the tough economy, because it reveals simple ways that they can keep employees loyal and thereby maintain a productive and competitive business,” she says.

The survey also looks ahead to workers' goals once the holidays pass.

When it comes to resolutions, 48 per cent of Canadians respondents say they always make New Year’s resolutions while 39 per cent of Canadian respondents say they will make specific resolutions regarding their career in 2013.

Globally, 51 per cent of all employees say they always make New Year’s resolutions while 44 per cent report they will make resolutions for 2013 specifically regarding their career. In Mexico (87%), India (81%) and Argentina (80%) it is most common to make New Year’s resolutions. While in Denmark (16%), Sweden (14%) and Norway (24%) it is not a very common tradition.

“As employment confidence gradually improves, it’s no surprise to see employees thinking about their futures," says Vineberg. "Career resolutions can open up a lot of opportunities. They are a good way of pinning down what you really think you should do about your job, your career, or your job search. Having career resolutions and goals are the best way to set yourself up for a successful professional life that is filled with motivation and fulfilment."

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The Randstad Workmonitor: After the successful introduction of the Workmonitor in the Netherlands in 2003 and more recently in Germany, the survey now covers 32 countries around the world, encompassing Europe, Asia Pacific and the Americas.

The Randstad Workmonitor is published four times a year, making both local and global trends in mobility regularly visible over time. The quantitative study is conducted via an online questionnaire among a population aged 18-65, working a minimum of 24 hours a week in a paid job (not self-employed). The minimal sample size is 400 interviews per country, using Survey Sampling International. Research for the third wave in 2012 was conducted from October 18 to November 6, 2012.

For the complete set of findings, including comments on differences in opinion by generation, gender and education, visit: http://www.randstad.com/press-room/research-reports.

 

 

For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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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.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

 

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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.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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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.

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

 

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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.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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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.

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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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.

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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.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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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 CareerBuilder.ca, 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.’’


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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

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