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Expert’s Top 7 Tactics To Help Professionals Succeed Amid a Politically Charged Company Culture
Aspiring professionals should spend time considering the political climate within their own work place – you know, those productive and counterproductive human factors present between coworkers ‘jockeying for position’ in an office environment.
While office politics are commonly regarded quite negatively as a culture rife with back stabbing, gossiping, and brown nosing, it also has a very strong upside. The key to successfully navigating your way through the propaganda lies with making the system ‘for’ you rather than against you, as is often the case.
The good news is this: effectively strategizing and executing an office politics “action plan” can literally make your career. Do it poorly or not at all, and stagnant wages or, worse, a pink slip may very well be in your future. Indeed, the very nature of office politics is strategy, which differs from office gossip in that people participating in office politics do so with the objective of gaining advantage, whereas gossip can be a purely social activity. Accordingly, creating an office politics “action plan” detailing specific, proactive strategies to circumvent political landmines is a worthy exercise.
John McKee, world class business success coach and author of “21 Ways That Women in Management Shoot Themselves in the Foot,” notes, “office politics will occur anytime there are 3 or more people in a conversation, which is a very common occurrence in the workplace. It’s imperative to use these opportunities to get yourself, your point of view, and your ideas into play.”
Exactly how might one go about this? Below, McKee offers a number of tactics and approaches to help anyone to become more successful climbing the corporate ladder amid a highly charged political climate:
1. Over-Communicate. Keep others apprised of what you are planning or currently working on. Organizations hate to be surprised and often, when they are, it creates a blueprint for failure – personal or for the project, itself. In many companies this can mean taking meetings with people you may not like or respect, but chalk that up to life in the fast lane. If you think withholding information will allow you to surreptitiously gain professional yardage, think twice. Your concealment can be easily sabotaged based on the plight for secrecy, alone.
2. Mentors – These individuals are still the best way to get an objective handle on what's really going on in an organization as they can better see the forest through the trees. “Company insider” mentors can give you a fast understanding of the company's culture. But, a mentor need not be within the organization, as outside mentors can provide a new, fresh and completely unbiased perspective on both your personal style – what it is and what it “should” be - and how your company’s politics are working in general. A mentor is also a confidant with whom you can not only strategize your career, but also vent about a nasty boss and/or co-worker and otherwise get frustrations off your chest without feeding into the office political game. And, it doesn't matter if your mentor is not the same gender, as a different perspective than your own can actually be better for you in the long run.
3. Open-ended Questions - Ask a lot of questions to different people in different sides of the company. And then shut up. When you hear the perspectives of people in departments or operations other than yours, it helps you to see the world as they see it and understand what they deem important. It may be different than what the boss has told you. Ask peers, “old timers” at all levels, and superiors. Take notes. Don't interrupt, you don't need to show how smart or experienced you are - just learn.
4. Review Constantly - Seek constant feedback from others. Talk about what just took place in that meeting you just attended, what the last message from the corporate office ‘really’ said, how you did in a recent presentation, what is driving decisions and directives. This could mean after-hours socializing, but the effort can pay off greatly. Many great managers fail because they believe that what's right is what is going to succeed, which all too often is not the case.
5. Get ‘Buy In’ - It’s important to ensure that everyone who may be influenced by your programs or initiatives is aware of what’s going to happen and feels like they’ve been involved – or, at least, were able to weigh in with their opinions or recommendations. Ideally they’ll be supportive of what you are doing, but at the very least it may reduce friction that could derail your ultimate, longer-term success. Best case scenario is that you learn something that will ensure the success of the activity and your upward mobility, but even in the worst case where others won’t support you, you’ll have learned who’s for or against you and/or the program. Knowledge is power.
6. Give – and Take - Due Credit. OK, it’s true: guys are credit hogs, which gets old and can come back to bite them over time. Yesterday's stars often trip and fall, and are then surprised that there’s no one around to help them get back on their feet. On the other hand, gals can go too far the other way - giving the rest of the team so much credit that they don't get the respect from upper management they deserve for their ideas, work and contributions. These women end up watching others, who are less deserving, get promoted past them. Credit those on your team who deserve it, but don’t miss an opportunity to take credit for your work as well.
7. Style: It still Counts – How you present yourself to others - your external façade - can make a big difference in how you are perceived. While this is seemingly common sense advice, all too often we mistakenly think our presentation - our outward appearance, our use of PowerPoint, our buzzwords and jargon - will be universally accepted. It might, but sometimes those in other departments or companies have preconceived opinions about you or your ‘kind’, however stereotypical or politically incorrect. Also, in every situation make an effort in advance get to know the ‘audience’ you are dealing with, and present yourself in l a light that will better ensure acceptance and, accordingly, a better the chance of success.
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Let Me See Your Body Talk with Merelle Rodrigo
Merelle Rodrigo teaches her audiences how important body language is when communicating and teaches them how to:
Make a positive impression on others
Persuade others to to adopt your viewpoint
Communicate your ideas more powerfully
Take charge, without being overbearing
Become more assertive and less aggresive
Tell what others are really thinking
Discern and diffuse hostility in others
Identify differences in cross-cultural communication
Merelle Rodrigo teaches you different ways in which our bodies communicate to the world around us. As a popular speaker on the power and effect that non-verbal communication has on our success in corporations and in education. Merelle describes hidden messages we use in our everyday life.
Using both problem and emotion-focused methods of stress reduction, Merelle will leave audiences with proven techniques to increase their psychological hardiness, and stress resilliency. She will show you how to cope with traumatic events, and evaluate the different responses to major life changes, hassles and uplifts.
Non-verbal communication -- Body Language -- often communicates a different message from the spoken word. Learn what your body, and the bodies of others, are communicating to the world!
BIOGRAPHY
J. Merelle Rodrigo has been in the field of public speaking and adult education since 1990. A University of Toronto graduate with a Specialist's degree in Criminology, double Major in Psychology and Sociology, Merelle worked in the field of Probation and Parole for six years during which time she taught Criminal Justice courses at George Brown College. She was Teacher of the Year each year from 1990 to 1997.
Merelle has lectured on Psychology, Sociology, Multiculturalism, Critical Thinking, Issues in Diversity, Cross-Cultural Comparisons, Criminal Justice, First Nations and Conflict Management at both Conestoga College in the LASA/Police Foundations Program and at George Brown in the Human Services Counsellor Program. She continues to teach at Conestoga College.
Merelle's clients include:
Weekender's Clothing Ltd.
Business Women's Networks across Canada
The Waterloo Regional Police Department
Clarica Financial Services
The Canadian Diabetes Association
The Commission of Police Officers Against Racism (COPAR)
Culligan Water Purifiers Ltd.
The Catholic Women's League
Partylite Canada
The Pampered Chef
Avon
Aviva
WHEN: Wednesday, September 20 -- 5:00 PM to 8:30 PM
WHERE: Four Points by Sheraton London, 1150 Wellington Road South, London
COST: Early-bird Rates! Register by September 9! $30, CSTD Members; $40, Non-Members
TO REGISTER: www.cstd.ca/events/events.html?id=374
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Calgary Salary Increases Outpace Rest of Canada, According to Hewitt
Employers Should Clarify Total Pay to Attract and Retain Employees in Tight Labour Market
TORONTO - Alberta's booming economy has driven 2006 salary increases in Calgary to an all-time high of 5.3 per cent and those projected for 2007 to 5.2 per cent. These numbers are well above the national average of 3.6 per cent for 2006 and 3.7 per cent for 2007. Such significant gaps have left employers across the rest of the country wondering how they can compete for new workers and retain current staff.
Looking to other forms of compensation beyond base salary and ensuring
employees have a clear understanding of their total compensation package are
two solutions, according to Hewitt Associates, a global human resources
services firm.
"There aren't many employers that can even begin to compete with the
salary increases being offered in Calgary. If designed properly,
pay-for-performance programs can benefit both employees and the employer. To
be truly effective, however, they require regular monitoring and evaluation,"
said Keri Humber, a senior compensation consultant with Hewitt. "In this
economy especially, employers must continue to ensure their corporate pay
strategies are properly executed."
In its 28th annual "Canada Salary Increase Survey" of 465 organizations
nationwide, Hewitt found that 2006 salary increases in other major Canadian
cities were 3.7 per cent in Vancouver, 3.4 per cent in Montreal and
3.3 per cent in Toronto. Projected salary increases for 2007 will meet the
national average, at best. In Vancouver employers predict salary increases of
3.7 per cent, while Montreal and Toronto report projected increases of
3.5 per cent and 3.4 per cent, respectively.
Beyond Base Salary
While average base salaries nationally are not keeping up with those
offered in Calgary, employers continue to look to a variety of
pay-for-performance incentives to provide the opportunity for higher earnings.
"In order to remain competitive and continue to attract quality talent,
organizations will need to look beyond base salary for ways to reward and
motivate their employees," said Humber. "Variable pay plans are one
alternative."
Variable pay plans - performance-related rewards that must be re-earned
each year and do not increase base salary - are now offered by 83 per cent of
respondents. According to Hewitt's survey, business incentives are the most
common award (67 per cent), followed by individual performance awards
(35 per cent) and special recognition awards (35 per cent).
"If designed and executed properly, variable pay programs have the
ability to help employers drive business objectives, as well as keep employees
focused on their goals in order to realize their earning potential," explained
Humber. "Maximizing the benefits of variable pay plans will become imperative
as employers face increasing levels of pressure to attract and retain key
employees in light of an increasingly tight labour market."
Evaluate and Communicate
In addition to being aligned with business objectives, two other elements
are essential for effective variable pay programs. "Organizations must
evaluate these programs annually to ensure their plans are meeting the
intended objectives," stated Humber. Although 77 per cent of respondents
reported that the primary driver behind implementing a pay-for-performance
reward program is "financial," 62 per cent said they do not track or measure
plan effectiveness.
Equally important is the need to provide detailed and frequent
communication to employees around variable pay plans so that they are clear
about how they can increase their earnings.
"Clear communication around employees' total compensation is more
important than ever in a competitive labour market," said Humber. "Employees
need to have a real understanding of the value of all elements of their
compensation package, including benefits, time off, bonus, long-term
incentives and perquisites. Employers cannot afford to lose good people in
this shrinking labour market simply because their employees feel they aren't
being adequately paid."
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Lack of Company Knowledge Biggest Interview Mistake, Executive Survey Shows
TORONTO - They say job-hunting success is all about who
you know. But how much you know about prospective employers plays a crucial
role, too, a new survey confirms. Thirty-four per cent of executives polled
said that having little or no knowledge of the company is the most common
mistake job seekers make during interviews.
The survey includes responses from 100 senior Canadian executives --
including those from human resources, finance and marketing departments. It
was conducted by an independent research firm and developed by Accountemps,
the world's first and largest specialized staffing service for temporary
accounting, finance and bookkeeping professionals.
Executives were asked, "What do you think is the most common mistake
candidates make during job interviews?" Their responses:
Little or no knowledge of the company........................ 34%
Unprepared to discuss skills and experience.................. 26%
Limited enthusiasm........................................... 11%
Late arrival................................................. 8%
Unprepared to discuss career plans and goals................. 7%
Lack of eye contact.......................................... 5%
Monopolize interview......................................... 2%
Inappropriate dress.......................................... 1%
Don't know/other............................................. 6%
----
100%
"Candidates should learn as much as they can about a company before
meeting a prospective employer," said Max Messmer, chairman of Accountemps and
author of Managing Your Career For Dummies(R) (John Wiley & Sons, Inc.). "The
most successful applicants will have a beyond-the-basics understanding of the
firm, including its history, chief competitors and business objectives. Armed
with this knowledge, job hopefuls should be able to describe how their skills
and experience can help the business reach its goals."
Accountemps offers the following tips for researching potential
employers:
- Find information at your fingertips. By visiting the company's
website, you can locate a wealth of information, such as the firm's
mission and values, what products and services it provides, recent
press releases and more. If it's a publicly traded company, call the
investor relations department to request an annual report.
- Research the industry. In addition to learning about the company,
research the industry in which it competes to gain a better
understanding of the market and specific issues and trends that may
affect the organization.
- Check your network. Ask your colleagues, friends and others for
information about your prospective employer. Your contacts may have
worked for or with the organization and could provide insight that
may prove valuable during a job interview.
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River Run’s Rob Mackay becomes new Manager of Recreation and Culture
The City of Guelph is pleased to announce the appointment of Rob Mackay to the position of Manager of Recreation and Culture, effective immediately.
In his new role, Rob will work with Recreation Department Managers, and will bring forward significant new cultural initiatives and opportunities for synergy in facility programming for Culture and Recreation. He will take on management of the Guelph Sports and Entertainment Centre, bringing to fruition the natural link between sport, recreation and culture.
“Rob’s extensive experience in marketing management is one of several strengths he brings to this new portfolio,” says Guelph’s Mayor, Kate Quarrie. “In the time since he has been Manager of the River Run Centre, he has demonstrated an unwavering commitment to facility management, cultural development, quality customer service, and critical program and financial analysis.”
Rob has been with the River Run Centre since it opened in the fall of 1997 and became the General Manager in 2000.
A search committee for a new River Run Centre Facility Manager will be formed shortly.
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Survey Finds Salary, Work Environment and Company Stability as Deciding Factors for Job Seekers
TORONTO - When deciding on a job offer, workers place the greatest weight on pay and the work environment, a recent survey of executives shows. Twenty-eight per cent of chief financial officers (CFOs) polled believe salary is the biggest consideration for prospective new hires; 26 per cent said it is a company's work environment. The same survey conducted in 2001 found that a company's work environment (34 per cent) and a company's stability (21 per cent) were the top two considerations.
The surveys were developed by Robert Half Finance & Accounting, the
world's first and largest specialized financial recruitment service. It was
conducted by an independent research firm and includes responses from more
than 270 CFOs from a stratified random sample of Canadian companies with 20 or
more employees.
CFOs were asked, "In your opinion, which one of the following is the most
important consideration for job candidates today when evaluating employment
offers?" Their responses:
2006 2001
---- ----
Salary level........................ 28% 15%
Work environment/corporate culture.. 26% 34%
Stability of the company............ 24% 21%
Career advancement opportunities.... 16% 19%
Equity incentives/stock options..... 5% 8%
Don't know/no answer................ 1% 3%
---- ----
100% 100%
"Businesses that have a successful track record and offer competitive
compensation are at an advantage during the hiring process," said Max Messmer,
chairman and CEO of Robert Half International Inc. and author of Human
Resources Kit For Dummies(R) (John Wiley & Sons, Inc.). "Employers should
emphasize all the factors that distinguish their firms, such as exceptional
pay and benefits, a history of stability and growth, and a supportive
corporate culture."
Messmer noted that small, emerging companies that cannot afford to pay
premium salaries can highlight other qualities, including the strength of
their leadership team. "The best candidates tend to base at least part of
their employment decisions on how much they can learn on the job. During the
recruiting process, hiring managers are selling potential employees as much on
their own experience and management style as on the other features that make
the firm a great place to work."
Founded in 1948, Robert Half Finance & Accounting, a division of Robert
Half International Inc., has more than 330 locations throughout North America,
Europe, Asia, Australia and New Zealand, and offers online job search services
at www.roberthalf.com.
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Home Office or Corner Office?: Telecommuting Best for Staff-Level Employees, Survey Shows
TORONTO - Rising gas prices have many professionals
considering telecommuting as an economical work option, but spending too much
time working from home can mean saying goodbye to the corner office. In a
recent survey, 32 per cent of Canadian respondents and 43 per cent of U.S.
respondents said telecommuting is best suited for staff-level employees,
compared with 28 per cent and 18 per cent respectively who felt telecommuting
is most beneficial for managers. In addition, more than half of Canadian
respondents and more than two-thirds of U.S. respondents said senior
executives at their firms rarely or never telecommute.
The surveys were developed by OfficeTeam, a leading staffing service
specializing in the placement of highly skilled administrative professionals.
They were conducted by an independent research firm and include responses from
100 senior executives in Canada and 150 senior executives in the United
States.
Executives were asked, "At which level do you think telecommuting
programs are most beneficial?" Their responses:
Canada U.S.
Staff..................... 32% 43%
Manager................... 28% 18%
Executive................. 16% 14%
Administrative support.... 15% 11%
Don't know/no answer...... 9% 14%
---- ----
100% 100%
Executives also were asked, "Overall, how frequently do senior executives
at your firm telecommute?" Their responses:
Canada U.S.
Very frequently........... 18% 5%
Somewhat frequently....... 21% 23%
Rarely.................... 38% 55%
Never..................... 20% 12%
Don't know/no answer...... 3% 5%
---- ----
100% 100%
"Effective management requires plenty of 'face time' with employees,"
said Diane Domeyer, executive director of OfficeTeam. "Supervisors should have
an open-door policy, and that means being available to staff who need guidance
with projects."
According to Domeyer, it's often easier for staff-level employees to
telecommute because their work often can be performed autonomously. However,
she noted that even those people who work from home need to spend time in the
office. "Employees who work from home must ensure that being out of sight
doesn't also mean being out of mind for promotions, team projects and plum
assignments," Domeyer said.
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Manpower White Paper: How Multinational Corporations Can Conquer the China Labor Paradox
China is the world's largest consumer market, and the fear that multinational corporations will not be able to compete if they continue to struggle to retain their management and employees is thought.
Manpower Inc. has released a white paper on the talent paradox in China - the critical shortage of workers in the world's most populous country - and how the growth of Western firms in China is being stalled by talent management challenges.
Manpower reveals that Western employers' who fail to adapt to the Chinese way of working will have the greatest problems, facing even higher attrition levels and not finding the right people. The White Paper explores how organizations can better attract, engage and retain employees during the talent shortage by understanding employees' needs and aspirations.
The White Paper's content is based on Manpower China's exceptional insight and understanding of China's labor market, based on twelve years of experience in China, and recent research by Manpower on China's labor market.
Download the research report
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EDGE Report Shows Skills Shortage is Paying Off for Workers
MENLO PARK, CA, and CHICAGO - As Labor Day approaches, it appears professionals may have more negotiating power with employers than they think. Fifty-five percent of hiring managers surveyed for this year's Employment Dynamics and Growth Expectations (EDGE) Report said it was difficult to find qualified candidates 12 months ago; 81 percent said recruiting is equally or more challenging today. More than half of hiring managers who are having trouble recruiting cited a shortage of qualified professionals as the primary culprit. Nearly two-in-five hiring managers plan to increase starting salaries in the next year to attract new talent.
Although the balance of power may have shifted somewhat to favor highly
skilled workers, employees themselves are still feeling cautious about the job
market and are less willing to negotiate higher salaries. Four-in-ten survey
respondents categorized the job market as difficult 12 months ago and 85
percent said it is equally or more challenging today. Nearly one-in-five
workers said they are less likely to ask for more money from a potential
employer in the next 12 months, and the number of those who were more likely
to negotiate increased compensation dropped significantly compared to one year
ago.
The survey and report were developed by Robert Half International (RHI),
the world's largest specialized staffing firm, and CareerBuilder.com, the
United States' largest online job site. The survey includes responses from
more than 1,000 hiring managers and 3,000 workers, and was conducted from
July 27 to July 31, 2006. It was designed to compare and contrast the
perspectives of hiring managers and workers to determine which group has more
clout in the current job market.
Increasing Talent Shortage
Faced with a large number of baby boomers retiring and smaller
generations of replacement workers entering the workforce, hiring managers are
voicing concern over their ability to fill vacant positions with skilled
staff. When the EDGE survey was conducted in 2005, 42 percent of hiring
managers reported it was difficult to recruit qualified employees 12 months
prior and 32 percent felt it was even more challenging at that time. In 2006,
55 percent of hiring managers reported it was difficult to recruit qualified
staff 12 months prior with 34 percent stating it is even more challenging
today. Fifty-two percent of hiring managers attributed the difficulty to an
overall shortage of qualified workers, up from 47 percent last year.
Employers are having the hardest time recruiting staff-level employees.
Thirty-seven percent of hiring managers said they are struggling to find these
candidates while 15 percent reported difficulty filling director, manager and
team leader positions.
"There is strong demand by employers for highly skilled employees to fill
staff-level positions," said Max Messmer, chairman and CEO of Robert Half
International. "The need has been especially pronounced in accounting and
finance, where corporate governance mandates have resulted in the creation of
accounting jobs that did not exist five years ago."
Although hiring managers are utilizing more aggressive recruiting
tactics, workers are proceeding with caution. In 2005, 55 percent of employees
polled said it was difficult to find a job 12 months prior and 42 percent said
it was even more challenging at that time. In 2006, the numbers have improved,
but indicate there is still a lack of confidence among workers. Forty-two
percent of respondents said it was difficult to find a job 12 months ago and
37 percent said it is even more challenging today. Thirty-six percent believe
it will be even more challenging 12 months from now.
Compensation Trends
One-in-five hiring managers attributed their difficulty in finding
qualified staff to the inability to offer competitive compensation packages,
similar to last year's findings. This year's survey suggests more hiring
managers may do something about it. In 2005, 28 percent of hiring managers
surveyed said they increased compensation levels for job offers in the last
12 months. In 2006, that number rose to 36 percent. In 2005, 33 percent of
hiring managers stated they would increase compensation levels for job offers
in the next 12 months. When asked this same question this year, 38 percent of
employers said they plan to raise salaries, signifying a sustained trend
toward more generous compensation.
Staff-level professionals stand to benefit the most, with 36 percent of
hiring managers stating they are most willing to increase compensation for
these positions. Eighteen percent of hiring managers said they are apt to
increase compensation for director, manager and team-leader positions, while
13 percent will focus more on administrative and office support.
Meanwhile, workers seem less inclined to negotiate more lucrative
compensation packages. Twenty percent of professionals reported they were less
willing to negotiate a more generous job offer today than 12 months ago.
Thirty-two percent of workers said they are likely to negotiate more lucrative
compensation 12 months from now, down from 47 percent in 2005.
"Forty-five percent of workers reported their compensation has increased
in the last year, yet a much smaller number are willing to ask for a better
deal going forward, likely due to insecurities about the United States economy
and job market," said Matt Ferguson, CEO of CareerBuilder.com. "The United
States continues to add jobs and businesses are struggling with a shrinking
labor pool. Workers who are not maximizing the earning potential of those
opportunities are literally selling themselves short."
Employee Turnover
In addition to stepping up measures to attract new talent, businesses are
focusing on retention. Twenty-one percent of hiring managers reported their
employee turnover rate is higher than it was 12 months ago; the same
percentage expect it to be even higher 12 months from now. Thirty percent of
hiring managers reported their firms have instituted new policies and programs
to increase staff retention rates in the last 12 months, up from 23 percent
this time last year. The primary measures taken included offering pay raises,
bonuses, better benefits and more flexible schedules.
Investing in retention efforts is well-advised. Twenty-six percent of
employees stated they are currently looking for a new job. Nearly three-in-ten
plan to change jobs in the next year and two-in-five expect to do so in the
next three years, similar to last year's findings. The job benefits workers
value most are health insurance, flexible work schedules and 401(k) plans.
"While competitive compensation and benefits are important to employees,
so is working for a stable company with a positive work environment," Messmer
said. "Firms that cannot offer top salaries should look at what they can offer
that others do not, including professional development programs."
Survey Methodology
The EDGE survey was conducted from July 27 to July 31, 2006. Methodology
used to collect survey responses totaling more than 3,000 workers for this
study involved selecting a random sample of comScore Networks panel members.
These web panel members were approached via an e-mail invitation, which asked
them to participate in a short online survey. The results of this survey are
statistically accurate to within +/- 1.78 percentage points (19 times out of
20). Note: This sample included more than 1,000 hiring managers. The results
for the hiring managers are statistically accurate to within +/-
3.09 percentage points (19 times out of 20).
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Traditional Employer Characteristics Remain Most Popular Among Job Seekers, Accenture Survey Finds
TORONTO - Employers that offer interesting work, regular recognition and rewards, and opportunities for quick advancement are the most popular targets for job seekers, according to the findings of a global recruitment survey released today by Accenture (NYSE: ACN).
Another key finding: Job seekers don't place as much value on such
increasingly popular programs as corporate citizenship and diversity as they
do on traditional benefits such as robust rewards programs and personal growth
opportunities.
The purpose of the survey, which queried more than 4,100 job seekers in
21 countries in North and South America, Europe and the Asia Pacific region,
was to identify the most-valued career goals of both entry-level and
experienced job seekers.
The findings indicate that challenging and interesting work is the most
important characteristic that job seekers look for in prospective employers,
selected by 60 percent of all respondents. The potential for recognition and
reward for their accomplishments was a close second selected by 58 percent of
respondents.
Rounding out the top five characteristics of greatest interest to job
seekers were: opportunities for fast career growth (44 percent); indications
that the employer is well established and is likely to have long-term
prosperity (42 percent); and indications that a company has a particular focus
on its people (42 percent).
"Interestingly, we found that what is considered important to potential
recruits was remarkably consistent across geographies," said John Campagnino,
Accenture's global director of recruitment. "Also notable was the fact that
while we know from our own employees that corporate social responsibility and
diversity are important employer characteristics - things our employees demand
and place high value in - the research also validated what many of us
intuitively know: namely, that more tangible benefits such as rewards and
recognition are most important from an external recruit's perspective."
Key survey global findings:
-------------------------------------------------------------------------
Employer Characteristic Priorities % of Respondents
of Job Seekers Selecting Employer
Characteristic Priority
-------------------------------------------------------------------------
1. Challenging and interesting work 60%
-------------------------------------------------------------------------
2. Recognizes and rewards accomplishments 58%
-------------------------------------------------------------------------
3. Provides an opportunity for fast career
growth and advancement 44%
-------------------------------------------------------------------------
4. Financially strong/will prosper in the
long run 42%
-------------------------------------------------------------------------
5. People-oriented 42%
-------------------------------------------------------------------------
6. Offers flexible work arrangements 41%
-------------------------------------------------------------------------
7. Innovative 33%
-------------------------------------------------------------------------
8. Approachable 27%
-------------------------------------------------------------------------
9. Team-oriented environment 27%
-------------------------------------------------------------------------
10. Global company 26%
-------------------------------------------------------------------------
11. Offers a variety of work 26%
-------------------------------------------------------------------------
12. Smart 21%
-------------------------------------------------------------------------
13. Collaborative environment 17%
-------------------------------------------------------------------------
14. Committed to the community/corporate
citizenship 16%
-------------------------------------------------------------------------
15. Diverse workforce 16%
-------------------------------------------------------------------------
Key Canadian survey findings (n=171):
Canadian Employer Characteristic % of Respondents
Priorities of Job Seekers Selecting Employer
Characteristic Priority
-------------------------------------------------------------------------
1. Offers challenging and interesting work 64%
-------------------------------------------------------------------------
2. Recognizes and rewards accomplishments 55%
-------------------------------------------------------------------------
3. Flexible working arrangements 50%
-------------------------------------------------------------------------
4. Financially strong / will prosper in
the long run 46%
-------------------------------------------------------------------------
5. People-oriented 44%
-------------------------------------------------------------------------
6. Approachable 35%
-------------------------------------------------------------------------
7. Offers variety of work 34%
-------------------------------------------------------------------------
8. Provides an opportunity for fast career
growth 30%
-------------------------------------------------------------------------
9. Innovative 29%
-------------------------------------------------------------------------
10. Team-oriented 26%
-------------------------------------------------------------------------
>>
About the Study
As part of a comprehensive global recruitment study to identify job
seekers' priorities, Accenture conducted an online survey of more than 4,100
entry-level and experienced potential employees in 21 countries: Australia,
Brazil, Canada, China, Czech Republic, France, Germany, India, Indonesia,
Italy, Japan, Korea, Malaysia, Philippines, Singapore, Slovakia, South Africa,
Spain, Thailand, the United Kingdom and the United States. Accenture conducts
this research as part of its ongoing efforts to ensure that the company
remains competitive and relevant and continues to attract top talent. The
fieldwork was conducted between November 2005 and March 2006.
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Second quarter 2006 Public sector employment
Public sector employment continues to increase (3.2%), although its relative importance in the total labour market continues to decline (-.5%).
Public sector employment (comprising all levels of general government, universities, colleges, school boards, health and social service institutions and government business enterprises) reached 3.1 million in the second quarter, up 3.2% from the same period in 2005.
Public sector employment reached a low of just under 2.7 million on average in the third quarter of 2000. Public sector employment then grew at a modest pace of approximately 1.2% per year from 2001 to 2005.
However, employment in the public sector as a share of the total labour force fell 0.2% in the second quarter compared to the first quarter.
Within general government (federal, provincial and territorial as well as local, excluding health and educational institutions), the federal component posted the largest increase, with an estimated 403,800 employees on average in the second quarter, up 8.3% from the same quarter of 2005. This increase was partly attributable to the temporary hiring of census employees. As well, total Canadian military employment was up 2.4% from the second quarter of last year.
Provincial and territorial general government employment remained virtually unchanged at just under 350,700. Local general government had an estimated 395,900 employees, up 5.0% from the same quarter of 2005. This increase was widespread amongst most provinces and territories.
While their proportion of employment has remained stable over the past 11 years, health and social service institutions have seen their share of total public sector wages and salaries continuously increase from 18.4% to 22.7% during this period. In contrast, government business enterprises' share of total public sector wages and salaries fell from 12.2% to 9.1%. General government and educational institutions (universities and colleges, and school boards) have maintained relatively stable shares of total public sector employment and wages and salaries since 1995.
The distribution of public sector employment by component remained essentially unchanged in the second quarter. The three levels of general government (federal, provincial/territorial and local) accounted for 37.0% of total public sector employment. Educational institutions accounted for 29.7%, health and social service institutions 24.8%, and government business enterprises 8.5%.
Estimates of public sector employment and aggregate public sector wages and salaries for the second quarter of 2006 are now available. The data for the first quarter have been revised.
Data tables on public sector employment are also available online in the Summary tables module of our website.
Note: The public sector includes all economic entities controlled by government. It is comprised of four major components, as follows: federal government (ministries, departments, agencies and non-autonomous funds, and autonomous funds and organizations); provincial and territorial government (ministries, departments, agencies and non-autonomous funds, autonomous funds and organizations, universities and colleges, and health and social service institutions); local government (municipalities and non-autonomous funds, autonomous funds and organizations, and school boards); and government business enterprises (at the federal, provincial/territorial and local levels).
| Public sector employment1 |
|
| |
First quarter 2005 |
Second quarter 2005 |
First quarter 2006 |
Second quarter 2006 |
Second quarter 2005 -06 % diff. |
| |
thousands |
|
| Public sector |
2,986 |
3,015 |
3,047 |
3,110 |
3.2% |
| General government |
1,064 |
1,100 |
1,090 |
1,151 |
5% |
| Federal |
368 |
373 |
374 |
404 |
8% |
| Provincial and territorial |
333 |
350 |
337 |
351 |
.02% |
| Local |
363 |
377 |
378 |
396 |
5% |
| Educational institutions |
921 |
898 |
939 |
925 |
3% |
| Universities and colleges2 |
328 |
304 |
333 |
319 |
5% |
| School boards |
594 |
593 |
606 |
606 |
2% |
| Health and social services institutions |
738 |
752 |
757 |
771 |
2.4% |
| Government business enterprises |
262 |
266 |
261 |
265 |
-.5% |
| 1. | Numbers may not add up due to rounding. |
| 2. | Includes vocational and trade institutions. |
|
|
|
Payroll employment, earnings and hours June 2006
The average weekly earnings of payroll employees fell $2.89 to $747.16 (seasonally adjusted) in June, down 0.4% from May but up 3.8% from the beginning of the year. This annual rate of change is obtained by comparing the average weekly earnings of the first six months of 2006 with the average of the same months of 2005.
In Canada's largest industrial sectors, year-to-date earnings increased by 9.4% for accommodation and food services, 5.4% for educational services, 5.2% for health and social assistance, 3.7% for retail trade, 3.3% for public administration, and 3.1% for manufacturing.
The number of payroll employees in Canada increased by 45,300 (+0.3%) from May to June to 14,041,300. The largest percentage increases were in Alberta (+1.0%), and Quebec (+0.6%), while the largest decreases occurred in Newfoundland and Labrador (-1.3%) and Prince Edward Island (-0.8%).
Nationally, payroll employment has increased by 169,000 jobs since the beginning of 2006.
The average hourly earnings for hourly paid employees edged down 0.2% in June to $18.35.
The average weekly hours for hourly paid employees fell 0.3% to 32.2 hours in June.
Available on CANSIM: tables 281-0023 to 281-0046.
Definitions, data sources and methods: survey number 2612.
Detailed industry data, data by size of enterprise based on employment, and other labour market indicators will be available soon in the monthly publication Employment, Earnings and Hours (72-002-XIB, free).
Data on payroll employment, earnings and hours for July will be released September 28.
| Average weekly earnings (including overtime) for all employees |
| Industry group (North American Industry Classification System) |
June 2005 |
May 2006r |
June 2006p |
May to June 2006 |
June 2005 to June 2006 |
Year-to-date average 20061 |
| |
Seasonally adjusted |
| |
$ |
% change |
| Industrial aggregate |
729.48 |
750.05 |
747.16 |
-0.4 |
2.4 |
3.8 |
| Forestry, logging and support |
936.89 |
976.95 |
977.17 |
0.0 |
4.3 |
5.3 |
| Mining and oil and gas |
1,302.53 |
1,341.15 |
1,354.57 |
1.0 |
4.0 |
3.5 |
| Utilities |
1,075.78 |
1,067.59 |
1,078.54 |
1.0 |
0.3 |
1.3 |
| Construction |
880.09 |
891.11 |
884.29 |
-0.8 |
0.5 |
2.6 |
| Manufacturing |
885.25 |
902.91 |
894.80 |
-0.9 |
1.1 |
3.1 |
| Wholesale trade |
830.76 |
866.28 |
871.73 |
0.6 |
4.9 |
5.7 |
| Retail trade |
473.08 |
485.91 |
482.70 |
-0.7 |
2.0 |
3.7 |
| Transportation and warehousing |
777.21 |
783.64 |
783.69 |
0.0 |
0.8 |
2.0 |
| Information and cultural industries |
873.41 |
926.15 |
929.91 |
0.4 |
6.5 |
7.5 |
| Finance and insurance |
949.40 |
966.65 |
968.80 |
0.2 |
2.0 |
3.3 |
| Real estate and rental and leasing |
662.83 |
673.48 |
674.39 |
0.1 |
1.7 |
3.8 |
| Professional, scientific and technical services |
960.94 |
945.26 |
951.81 |
0.7 |
-1.0 |
0.6 |
| Management of companies and enterprises |
917.91 |
947.66 |
949.38 |
0.2 |
3.4 |
6.7 |
| Administrative and support, waste management and remediation services |
590.38 |
595.13 |
603.10 |
1.3 |
2.2 |
3.0 |
| Educational services |
801.52 |
843.05 |
842.57 |
-0.1 |
5.1 |
5.4 |
| Health care and social assistance |
657.22 |
685.48 |
673.45 |
-1.8 |
2.5 |
5.2 |
| Arts, entertainment and recreation |
421.86 |
430.42 |
435.02 |
1.1 |
3.1 |
2.5 |
| Accommodation and food services |
311.82 |
336.04 |
336.11 |
0.0 |
7.8 |
9.4 |
| Other services (excluding public administration) |
577.54 |
582.99 |
586.54 |
0.6 |
1.6 |
2.2 |
| Public administration |
894.29 |
922.61 |
932.36 |
1.1 |
4.3 |
3.3 |
| Provinces and territories |
|
|
|
|
|
|
| Newfoundland and Labrador |
669.55 |
698.96 |
695.40 |
-0.5 |
3.9 |
5.3 |
| Prince Edward Island |
560.74 |
583.89 |
587.56 |
0.6 |
4.8 |
3.8 |
| Nova Scotia |
634.18 |
645.63 |
650.93 |
0.8 |
2.6 |
2.7 |
| New Brunswick |
663.46 |
681.65 |
684.22 |
0.4 |
3.1 |
4.3 |
| Quebec |
698.38 |
703.60 |
714.02 |
1.5 |
2.2 |
3.1 |
| Ontario |
770.94 |
788.20 |
783.03 |
-0.7 |
1.6 |
3.3 |
| Manitoba |
663.03 |
664.69 |
673.40 |
1.3 |
1.6 |
1.8 |
| Saskatchewan |
671.00 |
695.96 |
694.15 |
-0.3 |
3.5 |
4.6 |
| Alberta |
765.07 |
799.58 |
796.09 |
-0.4 |
4.1 |
5.0 |
| British Columbia |
715.28 |
746.57 |
743.45 |
-0.4 |
3.9 |
5.3 |
| Yukon |
814.19 |
868.38 |
864.90 |
-0.4 |
6.2 |
6.5 |
| Northwest Territories2 |
952.58 |
989.47 |
964.27 |
-2.5 |
1.2 |
3.5 |
| Nunavut2 |
866.62 |
874.00 |
876.60 |
0.3 |
1.2 |
4.4 |
| r | revised |
| p | preliminary |
| 1. | Rate of change for the first four months of 2006 compared to the same months for 2005. |
| 2. | Data not seasonally adjusted. |
|
| Number of employees |
| Industry group (North American Industry Classification System) |
December 2005 |
April 2006 |
May 2006r |
June 2006p |
April to May 2006 |
May to June 2006 |
December 2005 to June 2006 |
| |
Seasonally adjusted |
| |
thousands |
% change |
| Industrial aggregate |
13,872.3 |
13,957.7 |
13,996.0 |
14,041.3 |
0.3 |
0.3 |
1.2 |
| Forestry, logging and support |
63.3 |
61.6 |
60.7 |
59.9 |
-1.5 |
-1.3 |
-5.4 |
| Mining and oil and gas |
172.4 |
180.9 |
182.4 |
184.6 |
0.8 |
1.2 |
7.1 |
| Utilities |
121.5 |
121.2 |
122.0 |
121.8 |
0.7 |
-0.2 |
0.2 |
| Construction |
690.7 |
696.5 |
700.7 |
701.9 |
0.6 |
0.2 |
1.6 |
| Manufacturing |
1,948.4 |
1,939.4 |
1,937.6 |
1,931.7 |
-0.1 |
-0.3 |
-0.9 |
| Wholesale trade |
736.7 |
739.4 |
740.7 |
744.3 |
0.2 |
0.5 |
1.0 |
| Retail trade |
1,717.4 |
1,723.5 |
1,727.6 |
1,732.0 |
0.2 |
0.3 |
0.9 |
| Transportation and warehousing |
627.5 |
628.7 |
630.3 |
631.7 |
0.3 |
0.2 |
0.7 |
| Information and cultural industries |
355.4 |
354.0 |
355.6 |
358.5 |
0.5 |
0.8 |
0.9 |
| Finance and insurance |
588.2 |
585.2 |
587.2 |
590.0 |
0.3 |
0.5 |
0.3 |
| Real estate and rental and leasing |
246.2 |
250.4 |
247.0 |
247.6 |
-1.4 |
0.2 |
0.6 |
| Professional, scientific and technical services |
670.6 |
676.6 |
675.8 |
678.8 |
-0.1 |
0.4 |
1.2 |
| Management of companies and enterprises |
96.5 |
98.8 |
99.3 |
101.3 |
0.5 |
2.0 |
5.0 |
| Administrative and support, waste management and remediation services |
681.8 |
693.1 |
701.4 |
707.4 |
1.2 |
0.9 |
3.8 |
| Educational services |
1,004.5 |
1,011.9 |
1,011.2 |
1,015.9 |
-0.1 |
0.5 |
1.1 |
| Health care and social assistance |
1,425.0 |
1,436.2 |
1,441.1 |
1,440.1 |
0.3 |
-0.1 |
1.1 |
| Arts, entertainment and recreation |
247.6 |
248.0 |
247.2 |
249.4 |
-0.3 |
0.9 |
0.7 |
| Accommodation and food services |
960.3 |
968.3 |
968.0 |
969.5 |
0.0 |
0.2 |
1.0 |
| Other services (excluding public administration) |
515.4 |
517.6 |
519.3 |
521.1 |
0.3 |
0.3 |
1.1 |
| Public administration |
791.0 |
812.9 |
819.1 |
821.4 |
0.8 |
0.3 |
3.8 |
| Provinces and territories |
|
|
|
|
|
|
|
| Newfoundland and Labrador |
177.5 |
182.6 |
186.8 |
184.3 |
2.3 |
-1.3 |
3.8 |
| Prince Edward Island |
64.3 |
63.8 |
62.4 |
61.9 |
-2.2 |
-0.8 |
-3.7 |
| Nova Scotia |
395.5 |
393.3 |
392.9 |
391.3 |
-0.1 |
-0.4 |
-1.1 |
| New Brunswick |
302.2 |
300.1 |
300.2 |
301.2 |
0.0 |
0.3 |
-0.3 |
| Quebec |
3,213.6 |
3,224.1 |
3,223.8 |
3,241.8 |
0.0 |
0.6 |
0.9 |
| Ontario |
5,389.3 |
5,408.1 |
5,414.3 |
5,430.8 |
0.1 |
0.3 |
0.8 |
| Manitoba |
538.2 |
534.9 |
537.4 |
534.0 |
0.5 |
-0.6 |
-0.8 |
| Saskatchewan |
419.2 |
424.8 |
426.8 |
424.3 |
0.5 |
-0.6 |
1.2 |
| Alberta |
1,576.5 |
1,604.5 |
1,614.7 |
1,631.3 |
0.6 |
1.0 |
3.5 |
| British Columbia |
1,747.9 |
1,771.7 |
1,781.0 |
1,786.0 |
0.5 |
0.3 |
2.2 |
| Yukon |
17.1 |
17.1 |
17.1 |
16.8 |
0.0 |
-1.8 |
-1.8 |
| Northwest Territories1 |
22.0 |
21.4 |
21.7 |
22.3 |
1.4 |
2.8 |
1.4 |
| Nunavut1 |
11.3 |
10.8 |
10.8 |
11.2 |
0.0 |
3.7 |
-0.9 |
| r | revised |
| p | preliminary |
| 1. | Data not seasonally adjusted. |
|
|
Staggering losses in welfare incomes
OTTAWA - In Alberta, the income in real dollars of a single person on welfare has decreased by almost 50 percent since 1986. Since 1992 in Ontario, the welfare income of a lone parent with one child has decreased by almost $6,600 and a couple with two children has lost just over $8,700.
The National Council of Welfare's report, Welfare Incomes 2005, paints a
dismal picture, and one that is getting worse. When adjusted for inflation,
many 2005 welfare incomes were lower than they were in 1986. Most welfare
incomes peaked in 1994 or earlier. Some of the losses between the peak year
and 2005 are staggering, with one-third of households losing $3,000 or more.
Five provinces-Ontario, Manitoba, Saskatchewan, Alberta and British
Columbia-recorded the lowest levels of welfare incomes between 2000 and 2005.
In 2005, the income of a single employable person on welfare in New
Brunswick amounted to $3,427-just 19 percent of the poverty line. Lone parent
families in Alberta, Canada's richest province, received just $12,326-only 48
percent of the poverty line. All welfare incomes continued to remain far below
the poverty line in 2005. With few exceptions, the day-to-day lives of over
1.7 million Canadians receiving welfare - 5 percent of the population - only
became more difficult. Half a million of those on social assistance are
children.
In July 2006, the National Council of Welfare recommended that the
federal government work to develop a national, comprehensive anti-poverty
strategy. The findings in Welfare Incomes 2005 argue compellingly that we need
to embark on this process immediately.
Council Chairperson John Murphy calls the present situation "shameful and
morally unsustainable in a rich country" but also notes, "The generally
favourable economic climate at the federal level, and in most provinces,
presents a real opportunity for governments to take concerted action to end
this kind of deprivation".
In the fall of 2006, the National Council of Welfare intends to seek the
views of Canadians on what a national, comprehensive anti-poverty strategy
could look like. The Council believes the re-examination of the place and
purpose of welfare in our current income security system would be an essential
element.
The National Council of Welfare is a citizens' advisory group to the
Minister of Human Resources and Social Development on matters of concern to
low-income people in Canada.
|
Employing Foreign Workers - Filling the Skills Shortage in the West
Calgary, Alberta – Billions of dollars worth of major development
projects in western Canada are at risk of grinding to a halt due to
a shortage of skilled workers. Accountants, managers, IT and other
professionals are all in short supply. Companies are increasingly
turning to foreign workers to fill the gap. Employing foreign
workers raises issues such as finding and recruiting workers,
navigating Canada’s immigration system, and dealing with employment
law issues and labour relations challenges once new employees have
arrived.
The Canadian Institute’s conference on Employing Foreign Workers,
will provide a comprehensive legal and human resources guide,
including:
· Working with a recruiting firm versus conducting recruiting in-house
· Assessment of the candidate under the Provincial Nominee Program
· Consideration of the Work Permit application by Citizenship and
Immigration Canada
· Complying with regulations: meeting provincial licensing requirements
· Dealing with the worst case scenario: legal recourses if employees
are denied entry
Conference Title: Employing Foreign Workers
Date: September 18 & 19, 2006
Location: Hyatt Regency, 700 Centre Street S, Calgary
To register for this conference, please call 1-877-927-7936, or
visit us online at
http://www.canadianinstitute.com/Legal/Employing_Foreign_Workers.htm
|
Study: Time lost due to work stoppages 2005
Canadian businesses and governments in 2005 lost the highest number of workdays to strikes and lockouts in 15 years, according to a new study of trends in work stoppages.
The study, published in the August online edition of Perspectives on Labour and Income, found that labour relations deteriorated at several large employers, resulting in large increases in time lost to work stoppages.
Using data from the Labour Force Survey and information compiled by Human Resources and Social Development Canada, the study examines trends in work stoppages over the past 25 years.
The number of labour disputes that began last year was unchanged from 2004, and only slightly higher than the number in 2002 and 2003. However, the number of workers involved in the disputes, total workdays lost and time-loss ratios all recorded large increases.
In 2005, an estimated 4.1 million workdays were lost to industrial disputes, nearly 2.5 times the level in 2003 and the highest since 1990 when almost 5.1 million workdays were lost.
An estimated 429,000 workers were involved in 261 work stoppages that began last year, a five-fold jump from only 81,000 in 2003, and the highest level since 1989.
The time-loss ratio (the number of workdays lost per 1,000 employees) enables more meaningful comparisons of annual work-stoppage statistics. In 2005, Canadian firms lost 301 workdays for every 1,000 employees, more than twice the level in 2003 and the highest since 1997.
Even so, the ratio, which controls for the rise in employee numbers, reveals an overall declining trend: from an annual average of 541 workdays lost per 1,000 employees in the 1980s, to 233 in the 1990s, and to 203 in the 2000s.
Some of the increase in workdays lost in the past two years can be attributed to a rise in the number of workers involved (that is, relatively large unions were involved in the recent disputes), and also partly to the long duration of some stoppages. One example would be last year's prolonged work stoppages involving a few large unions.
Between 2003 and 2005, unions initiated about 84% of the 743 work stoppages, and 87% of the 9.1 million resulting lost workdays; the rest were initiated by employers.
Quebec, the province with the highest union density, posted the largest share of strikes and lockouts (336 or 45%), followed by Ontario (230 or 31%).
Nearly 3 in 10 (29%) of the strikes and lockouts occurred in manufacturing, followed by education, health and social services (21%).
Only 2% occurred in information and cultural industries, but these accounted for almost one-quarter of all workdays lost. A long strike involving a few large unions contributed to the large number of workdays lost in this industry.
Also registering relatively large shares of workdays lost were manufacturing (17%); education, health and social services (16%); and public administration (17%).
Wage disputes were the main reason for about one-half of work stoppages between 2003 and 2005. A lack of faith in the bargaining sincerity of the adversary accounted for about one-third.
Three-quarters of the stoppages ended through agreements reached between the adversaries, with or without third-party assistance. Only a handful ended through a forced court order or legislation, or plant closure.
|
July 2006 Construction Union Wage Rate Index
The Construction Union Wage Rate Index (including supplements) for Canada remained unchanged in July compared to 137.1 (1992=100) in June. The composite index increased 1.4% compared with the July 2005 index (135.2).
|
BUILDING BENCH STRENGTH: CIO Survey Shows Popular Leadership Training Techniques
TORONTO - Are successful leaders born or made? Many
companies are banking on the latter. Sixty-six per cent of chief information
officers (CIOs) polled recently said they are actively preparing information
technology (IT) staff for leadership roles at their companies. Commonly cited
tactics include management training (33 per cent), mentoring programs (30 per
cent) and soft-skills training (19 per cent).
The poll includes responses from more than 270 CIOs from a stratified
random sample of Canadian companies with 100 or more employees. It was
conducted by an independent research firm and developed by Robert Half
Technology, a leading provider of information technology professionals on a
project and full-time basis.
CIOs were asked, "Are you taking any steps to identify and prepare
individuals on your IT staff to move into managerial roles?" Their response:
Yes ............................................ 66%
No ............................................. 31%
Don't know ..................................... 3%
----
100%
Those who answered "yes" to the above question also were asked to specify
which of the following steps they were implementing. Their responses(*):
Management training ............................ 33%
Mentoring programs ............................. 30%
Soft-skills training, e.g., interpersonal
or communication skills ....................... 19%
Succession-planning programs ................... 17%
Other training/continuing education ............ 1%
(*) multiple responses were allowed.
"Preparing staff for future management roles is critical in fast-growth
companies," said Katherine Spencer Lee, executive director of Robert Half
Technology. "Leadership training also can be a form of succession planning for
businesses facing the impending retirement of baby boomers or anticipating
turnover as a result of low unemployment levels."
Lee noted that "to build a deep bench, CIOs are investing - in both real
dollars and time away from IT projects - in a variety of preparatory measures.
Management training, mentoring programs and soft-skills training are ways to
teach competencies that technology curricula often lack, yet are vital to
career success. Through this type of instruction, less-tenured employees also
become more knowledgeable about all aspects of operations."
|
Structured Job Orientation Leads to Loyal, Motivated Staff, Says Prof
Organizations that offer structured and well-planned orientation programs for new employees are more likely to have motivated, satisfied and committed workers, according to a new study by a University of Guelph professor.
“The bottom line is the more structure there is around the socialization of new employees – informing them about the kind of training they’ll receive and when training will take place — the more likely new employees are to seek information and feedback and view themselves as part of the organization,” said Jamie Gruman, a professor in the School of Hospitality and Tourism Management, whose research appears in this month’s issue of Journal of Vocational Behavior.
Employers who make socialization a priority and develop programs to integrate new employees with differing levels of experience and responsibility can expect greater employee retention, productivity, commitment and initiative, he said.
Gruman, who surveyed 140 undergraduate-level co-op education students four months after the completion of their work terms, discovered that those who received a structured introduction to the organization and their jobs were more committed and proactive in seeking feedback and information that helped them perform better on the job and identify ways to exceed their employer’s expectations.
The extent to which newcomers engage in proactive behaviour is a combination of their personal desire for success and the socialization tactics used by the organization they work for, he said.
Although organizations want new employees to succeed in the workplace, most don't know how to facilitate that. In some instances, an employer's weak approach to socialization may actually hinder the success of a person who was enthusiastic and self-motivated coming into his or her new job, he said.
New employees are often given a day of intense training and are bombarded with information that they don’t understand or remember. This leaves them feeling unprepared to do their jobs and as a result they perform poorly, he said. “More structure leads to more information seeking and feedback seeking on the part of the employees. Happy and satisfied employees give organizations a real competitive advantage.”
The first step to developing a solid socialization method is for an organization to identify the goals they have for their employees and carefully develop practices to achieve the desired results, said Gruman. He noted that the first few days or weeks on the job are critical and are often an indicator of employee success.
“Early experiences have a profound impact on people. If socialization is poorly managed it can have long-term repercussions, including high rates of staff turnover, low levels of productivity and negative attitudes among new employees,” he said. “If the organization invests in its employees, the employees are more likely to invest in themselves and in the organization. The benefits for both sides are enormous.”
|
Second quarter 2006 Previous release
There were 1,067,000 Canadian businesses with employees in the second quarter, up slightly from the previous quarter and 2.1% higher compared with 1,045,000 businesses during the same quarter last year.
The number of Canadian businesses with employees edged up in Quebec (+0.3%), Ontario (+0.1%) and British Columbia (+0.4%) compared with the previous quarter, but were down in the Atlantic provinces (overall -0.7%), Manitoba (-0.4%), Saskatchewan (-1.3%) and the Northwest Territories (-0.9%).
Every province and territory recorded more Canadian businesses with employees compared with second quarter of 2005, except Newfoundland and Labrador (-2.0%), Nova Scotia (-0.5%), Saskatchewan (-0.2%) and the Northwest Territories (-2.7%).
Available on CANSIM: table 178-0001.
Definitions, data sources and methods: survey number 1105.
For more information, or to enquire about the concepts, methods or data quality of this release, contact Muriel Ngombo (613-951-0015; fax: 613-951-0104; Muriel.Ngombo@statcan.ca), Business Register Division. 2006-08-08
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OTTAWA, ONTARIO - Today's job numbers from Statistics Canada's Labour Force Survey suggest a somewhat weaker overall job market, even though the national unemployment rate remains quite low.
"Today's numbers give clear grounds for concern that the job market is changing for the worse. The unemployment rate is up from 6.1% to 6.4%, led by a sharp hike of 1% in the youth unemployment rate from 10.9% to 11.9% in just one month. While the jump in the unemployment rate is mainly caused by an increase in the number of job seekers, it certainly shows that we are a long way from full employment," says Andrew Jackson, Chief Economist with the Canadian Labour Congress.
Moreover, the employment rate - the proportion of the workforce with jobs fell last month, led by the loss of another 33,000 manufacturing jobs. This bears out our fears that the impact of the over-valued dollar on industrial jobs is far from over, and that a new wave of layoffs and plant closures is underway.
"These numbers clearly support the Bank of Canada's recent decision to stop hiking interest rates, and should prompt a reconsideration of the Bank's view that our economy is operating at capacity," says Jackson.
The message to the federal government is that the jobs issue will be very much on the minds of working Canadians when Parliament comes back this Fall.
The Canadian Labour Congress, the national voice of the labour movement, represents 3 million Canadian workers. The CLC brings together Canada's national and international unions along with the provincial and territorial federations of labour and 135 district labour councils.
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Employment was unchanged for the second consecutive month in July, as gains in full time were offset by similar declines in part time. This leaves overall growth so far this year at 1.3% (+210,000), up from the 0.9% gain observed over the first seven months of last year.
There was a jump in the number of people entering the labour force in search of work in July. This pushed the unemployment rate up 0.3 percentage points to 6.4%, still among the lowest in 30 years. Ontario and British Columbia accounted for the lion's share of the increase in labour force participation. After falling for much of the previous two years, labour force participation in Canada has edged up 0.2 percentage points since the start of 2006, to 67.3% in July.
For the second consecutive month, employment was little changed in almost all provinces. However, there was robust growth in the first seven months of the year in some parts of the country. Since the start of the year, the rate of employment growth in Alberta (+3.9%) was three times higher than the national average. Saskatchewan also experienced relatively strong growth over the same period (+2.3%), while Ontario and British Columbia matched the national average.
There was more employment in construction in July, especially in British Columbia. There were also more people working in public administration, mainly at the federal and municipal level.
Employment in manufacturing continued to decline, mostly in the industrial heartland of Central Canada, maintaining a downward trend that began at the end of 2002.
In the first seven months of 2006, there was strong employment growth in a number of industries, namely, natural resources (+5.6%); health care and social assistance (+5.2%); finance, insurance, real estate and leasing (+4.9%) and business, building and other support services (+3.7%).
Average hourly wages were up 3.7% from July of last year, remaining above the most recent year-over-year increase of 2.5% in the Consumer Price Index. Wage growth continues to be strong in Alberta's tight labour market, jumping 7.4% from a year ago, double the rate of increase in the Consumer Price Index for the province. In the last 12 months, wages have surged 9.3% in Calgary.
Gains in construction and public administration
Employment increased by 22,000 in construction in July, offsetting the decrease the month before. Just over one-third of this gain occurred in British Columbia. According to estimates compiled by Canada Mortgage and Housing Corporation, urban housing starts increased in June compared to May. British Columbia recorded the strongest increase, with urban starts rising 14.8%.
Despite the increase in construction in July, the number of people working in the industry has levelled off so far in 2006, following strong growth in the preceding two years. The most recent gross domestic product estimates for construction indicate that output fell for the three consecutive months ending in May.
In July, employment also increased in public administration, up 19,000, mostly in federal and municipal administration. Over the last two years, employment growth in public administration has kept pace with that of overall employment.
Manufacturing continued to experience weakness in July as employment fell by an estimated 33,000, bringing total losses since the end of 2002 to 224,000 or 9.6%. Compared to the decline during the recession of the early 1990s, employment fell much more sharply over the same span of time, down 338,000 or 16.0%. The losses in July were felt most strongly in Ontario and Quebec.
Employment in transportation and warehousing fell by 17,000 in July, the second significant decrease since the start of the year. Over the last 12 months, there has been no employment growth for this industry.
Alberta leading employment growth in 2006
Although employment in Alberta paused for the second consecutive month, since the start of the year, it has grown by 3.9% (+70,000), three times the national average. The gains over this period have stemmed from solid increases in natural resources; public administration; health care and social assistance as well as construction. The province has experienced the strongest increase in working-age population in the country, contributing to robust employment growth. The unemployment rate edged up 0.1 percentage points to 3.6% in July, still among the lowest in three decades.
For the second consecutive month, employment in Saskatchewan edged up 2,000, bringing total gains since the start of the year to 11,000 (+2.3%). This strong growth observed over the first seven months of 2006 has pushed the unemployment rate down 0.6 percentage points to 4.7% over the same period. Gains so far this year have been in trade; health care and social assistance; agriculture and construction. Both the province's employment rate of 65.8% and the participation rate of 69.0% reached record highs in July.
For the second consecutive month, employment was little changed in Central Canada. In Quebec, an increase of 22,000 in full-time employment was offset by a decline of similar magnitude in part time, leaving the unemployment rate virtually unchanged at 8.1% (+0.1). So far this year, employment in the province is up only 0.5%, following relatively strong growth in the second half of last year.
In contrast, employment in Ontario is up 1.3% over the first seven months of 2006, despite little change in recent months. In July, a substantial increase in the number of people looking for work pushed the unemployment rate in Ontario up 0.6 percentage points to 6.5%. While manufacturing employment has been weak in both Ontario and Quebec, the offsetting effects from gains in the service sector continue to be stronger in Ontario.
In British Columbia, more people were looking for work in July, pushing the unemployment rate up 0.4 percentage points to 4.7%, still among the lowest in the country. Along with the low unemployment rate, the province has also experienced wage growth. Compared to 12 months ago, average hourly wages have advanced 4.0%, second only to Alberta.
Manitoba's unemployment rate increased by an estimated 1.1 percentage points in July to 4.7% as employment edged down slightly and more people entered the labour market in search of work.
New Brunswick was the only province to experience a significant employment decline in July (-3,000), pushing the unemployment rate up by 0.9 percentage points to 8.9%. This leaves employment in the province near the same level as at the end of 2005, but still up (+6,000 or 1.7%) from 12 months ago.
With today's release, Labour Force Survey data for the 10 largest communities in Nunavut will be publicly available for the first time. These new data show a relatively low employment rate and high unemployment for the territory. On average for May to July 2006, the employment rate was 58.5% (not seasonally adjusted) while the unemployment rate was 11.6%.
The situation is very different in the other two territories, where employment and unemployment are comparable to the western provinces. For May to July, three-quarters of the working-age population were employed in the Yukon (75.8%, not seasonally adjusted) and the Northwest Territories (75.1%), while unemployment rates were below the national average, at 5.2% in the Yukon and 6.5% in the Northwest Territories.
Women continue to enter labour market
Employment among women aged 25 and over increased 16,000 in July. The labour force participation rate of adult women continued to reach record highs, up 0.3 percentage points in July to 61.6%. Overall employment among adult men remained stable. There were fewer youths employed in July (-22,000) with all of the loss in part-time.
So far in 2006, employment among adults has grown by 193,000 (+1.4%), mostly among women aged 25 and over. Over the same seven month period, youth employment has grown at a much slower rate of only 0.7% or 17,000. The fastest rate of employment growth among adults has come from older workers aged 55 and over (+4.6% or 102,000) with most of the increase among older women. The surge in the number of older workers is explained in part by demographics as more baby boomers enter this age category and is also partly attributable to a strong labour market.
Better summer employment opportunities for most students
Despite a slow start in May and June, the summer job market for students aged 20 to 24 picked up i | |
