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

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

3. 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

4. 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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6. 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:

7. 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 2002. 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

8. 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

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

10. 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

11. 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

12. 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

13. 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

14. 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

15. EUROPEAN MODEL 15 Transferability of Skills across Economic Sectors – Social Europe - 2011

16. RIGHT PEOPLE IN THE RIGHT JOBS AT THE RIGHT TIME: OUR ROLE 16 Transferability of Skills across Economic Sectors – Social Europe - 2011

17. 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

18. 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

19. 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 - 2011 19

20. 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 - 2011 20

21. 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

22. 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

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