A WELCOMING LABOUR MARKET INTEGRATION, SUSTAINABILITY, STRATEGIES 1 AAISA-Biennial-Settlement-Conference- October 23 rd, 2015 Nicole Jelley Executive Director Talent Pool

TODAY  It’s about  INNOVATION  Adding Value…Differently 2

WORKFORCE INTEGRATION  Workforce Integration involves whole systems  A confident, engaged, motivated, knowledgeable and properly skilled workforce supporting active communities is at the heart of workforce integration  Successful workforce integration creates new thinking models, new relationships, networks and ways of working 3

SMALL BUSINESSES SAY…  65% of a recent CFIB survey respondents said that their workforce was more important than their product/service  67% recognized that they could not fill all their positions in the past 3 years  9 in 10 stated that a lack of “qualified” candidates was the reason  Even with the recent layoffs, 325,000 positions have been vacant for 4 months or more across Canada 4 Financial Post – September 8, 2015

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NEW CONTEXT 6 “Maximizing Canada’s Engagement in the Global Knowledge-Based Economy: 2017 and Beyond” - Policy Horizons Canada  Knowing when to change and why:

HUMAN CAPITAL IMPERATIVE  Canada will have a significantly smaller labour force in 2017  Nearly all members of the baby boomer generation will be/are 60 years of age or older. By 2024, more than 20% of us will be seniors!  Our birth rate decreased 25.4% between 1992 and 2002, and our fertility rate was a mere 1.5 in No changes! It is in our national interest to:  ensure that as many Canadians as possible have the opportunity to participate in the workforce,  create opportunities for our best and brightest, and  allow immigrants to succeed in our modern Canadian economy…fast. 7

CRITICAL NEEDS  A Knowledge Based Economy requires us to function at a high level engaging all our Competencies, and applied Skills, to understand, translate and apply complex information to deliver Innovation, fully utilize Technology and deliver Productivity  We continue to lag in Innovation: 9 th among 16 th ranked countries  We lag in Labour Productivity: a C grade, better than a D but… “Conference Board of Canada – September 2015”  We don’t have a national Competency framework, so no clear terms of reference 8

WE NEED…  FLEXIBLE and MODERN POLICIES  ENABLING POLICIES and PRATICES  We BECOME an ENABLER of INNOVATIVE PRACTICES 9

TRANSFERABLE SKILLS  Competencies that can be used in many situations and many types of work  Mostly gained through Experience  Acquired throughout one’s lifetime  Technical or job-specific: usually mandatory  Non-technical: used in multiple situations = Transferable 10

TRANSFERABLE SKILLS ADVANTAGES  There is a direct link between transferability of skills, the risk of losing one’s job or difficulty in finding another…  Employability may be based on specific, job related, skills but a higher stock of transferable skills may equal a lower risk of prolonged unemployment during economic disruption times 11

TRANSVERSAL SKILLS  We need to adopt a “New Skills for New Jobs” attitude  Flexibility, Adaptability, Mobility, must become the norm  What does that mean?  “Negotiating, Presentations, Budgeting, Problem Solving, Flexibility, Reporting, Team working, Decision making, “Learning to Learn”…  All generic skills, that must become more specific so as to be transferable between closely-related industry sectors, are best called Transversal Skills 12

ANALYSIS OF TRANSVERSAL SKILLS  Even in the absence of a formal, national, structure, we can research and identify which skills are more or less closely linked in terms of similarity to deliver performance:  NOC codes  Supply Chain Canada website Sources  The Canadian Logistics Council website…  Transversal skills allow for internal and external mobility of talent!  Proactive behaviour is required to help employers understand how Transversal skills supplement education 13

HOW TO?  Talent/Skills/Competence audits should become a tool of choice for any Intake Facilitator or Coordinator  Understanding the critical skills requirements of companies must become a Key Competency for Job Placement Coordinators 14

EUROPEAN MODEL 15 Transferability of Skills across Economic Sectors – Social Europe

RIGHT PEOPLE IN THE RIGHT JOBS AT THE RIGHT TIME: OUR ROLE 16 Transferability of Skills across Economic Sectors – Social Europe

HIGHLY TRANSVERSAL SKILLS  Customer Orientation  Organizational Awareness  E-skills  Intercultural skills  Flexibility  Communication  Self-Control  Stress Resistance  Creativity  Analytical Thinking  Conceptual Thinking… are highly transferable across entire labour markets 17

HIGHLY TRANSFERABLE SKILLS  Highly transferable/transversal skills are required by many occupations, in multiple sectors, as a pre-condition for high-quality performance  Demonstrating the factual existence of these skills facilitates the mobility of the individual candidate across sectors, across occupations 18

TRANSFERABLE OR NOT?  manufacture of food products, beverages, tobacco and manufacture of paper, rubber and plastics products  retail trade and wholesale, warehousing and rental  manufacture of paper, rubber and plastics products, other manufacturing and wholesale, warehousing and rental  wholesale, warehousing and rental and specialised, postal and librarian services  accommodation, food and beverage service activities, retail trade  manufacture of food products, beverages and tobacco and manufacture of wood and furniture  Higher number of transferable skills Transferability of Skills across Economic Sectors – Social Europe

TRANSFERABLE OR NOT?  civil engineering and construction and ICT  health and social care activities and agriculture, forestry and fishing  manufacture of textile and leather and ICT  manufacture of metals, electronic equipment and transport vehicles and education  civil engineering and construction and education  Lower number of transferable skills Transferability of Skills across Economic Sectors – Social Europe

HOW?  The Intake Facilitator/Job Placement Coordinator should be adept in:  Recognizing/identifying/cataloguing the transversal skills  Understanding the competencies/skills needs of the prospective employer  Being able to distinguish between hard and transversal skills at the individual level  Understand how to position the Portfolio – a new tool 21

LEARNING PORTFOLIOS  In addition to the traditional tools (resumes, cover letters, online applications, etc…) why not,  Adopt Learning Portfolios?  A map of learning outcomes, competencies and skills, an individual possesses  The map simplifies the explanation of transfer of skills acquired, even those not certified nor assessed by other means. 22

That’s How we Can Wear the Futurist Hat! THANKS! 23