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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 in July. Compared to 12 months earlier, a greater share of these students was employed (75.2%), up 2.2 percentage points. About two-thirds of these students worked full time this July and their unemployment rate dropped 3.2 percentage points from 12 months ago to 5.0%, a 17-year low for July.
For teens aged 17 to 19, the employment rate increased 2.8 percentage points to 66.6% compared to July 2005. The proportion of 17 to 19 year-olds with a summer job in July had fallen for three consecutive summers prior to this increase and is now at the same level as in July 2003.
The summer job market did not improve for younger teenagers aged 15 to 16. Compared to a year ago, the employment rate among this group edged down 0.7 percentage points to 37.3%.
Note: From May to August, the Labour Force Survey collects labour market information about young people aged 15 to 24 who were attending school full-time in March and intend to return to school in the fall. The published estimates are not seasonally adjusted. Therefore, comparisons can only be made on a year-over-year basis.
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CIOs Place Increased Weight on Business Acumen When Evaluating Job Candidates
TORONTO - Those seeking employment in the technology sector
should hone their business skills, a new survey suggests. Forty-three per cent
of chief information officers (CIOs) polled said they are placing greater
emphasis today than five years ago on job candidates' knowledge of business
fundamentals when considering them for information technology (IT) positions.
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, "When evaluating candidates for IT positions with your
firm, has the importance you place on knowledge of business fundamentals, such
as accounting, finance and general operations, increased, decreased or stayed
the same in the last five years?" Their responses:
Increased............................... 43%
Stayed the same......................... 47%
Decreased............................... 8%
Don't know.............................. 2%
----
100%
"Technology is integrated into all aspects of business, which means
technical aptitude alone will not suffice for IT candidates," said Katherine
Spencer Lee, executive director of Robert Half Technology. "Employers need
professionals who can work and communicate effectively with colleagues in all
departments."
Lee recommends job seekers at all levels develop business proficiency,
including at least a cursory knowledge of finance, marketing and management.
"IT professionals who know the industry and business, and can demonstrate
their understanding of the company's core processes, customer base and
culture, are in the best position to land - and keep - the best jobs." |
Survey: Employees and Managers weigh in on Water Cooler Chats
TORONTO - The gift of gab can lead to improved work
performance, according to employees, but managers may beg to differ. In recent
surveys, 40 per cent of workers said water cooler conversations increase
productivity by providing opportunities for employee bonding; only 29 per cent
of Canadian executives and 21 per cent of US executives agreed.
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, 150 senior executives in the United States
and 539 full- or part-time office workers.
Executives and employees were asked, "Which of the following most closely
resembles your views on the impact office water cooler chatter has on
productivity?" Their responses
Canada US
------ --
Employees Managers Managers
Increases productivity by encouraging
workers to bond with each other 40% 29% 21%
Has no effect on productivity 30% 35% 41%
Decreases productivity due to time wasted 26% 34% 34%
Don't know/no answer 4% 2% 4%
-----------------------------
100% 100% 100%
"Informal discussions at the water cooler or in the lunchroom can often
lead to new ideas, stronger work relationships and improved team camaraderie,
which, in turn, can increase productivity," said Diane Domeyer, executive
director of OfficeTeam.
Domeyer advises, however, that this is true up to a point. "Conversations
should not interfere with work that needs to be done. If talks steer away from
business issues and continue for extended periods of time, it's distracting to
others. In these cases, the dialogue should be continued after office hours."
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Payroll employment, earnings and hours - May 2006
The average weekly earnings of payroll employees increased $2.96 (+0.4%) from April to May to $749.94 (seasonally adjusted). This brings the year-to-date growth in earnings to 4.1%. This annual rate of change is obtained by comparing the average weekly earnings of the first five months of 2006 with the average of the same months of 2005.
In Canada's largest industrial sectors, year-to-date earnings increased by 9.8% for accommodation and food services, 5.9% for health and social assistance, 5.3% for educational services, 4.1% for retail trade, 3.5% for manufacturing, and 3.1% for public administration.
The number of payroll employees in Canada edged up 0.1% (+20,600 employees) from April to May, bringing the total number of payroll jobs to 13,978,300. By province, the largest percent increases were noted in Newfoundland and Labrador (+1.6%), British Columbia (+0.5%), and Saskatchewan (+0.4%). Decreases were observed in Prince Edward Island (-1.3%), and Quebec (-0.3%).
Nationally, payroll employment has increased by 106,000 jobs since the beginning of 2006.
The average hourly earnings for hourly paid employees edged up 0.2% in May to $18.37.
The average weekly hours for hourly paid employees, was virtually unchanged in May at 32.3 hours.
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Ontario To Better Protect Workers Against Hazardous Substances
Tougher Exposure Limits Would Help Workers
TORONTO - The Ontario government is strengthening
protection for workers by proposing new or updated occupational exposure
limits for 27 hazardous substances, Labour Minister Steve Peters announced
July 28.
"Protecting the health and safety of Ontario workers is a priority for
our government," said Peters. "Exposure to hazardous substances can cause
occupational illness, which impacts on individuals and families as well as
businesses. That is why we are updating Ontario's exposure limits based on the
most current information available."
Occupational exposure limits (OELs) restrict a worker's exposure to
hazardous substances on the job. Ontario currently has OELs for over 700
substances. Since the government initiated an annual review process in 2004,
104 OELs have been revised, updated or added.
The Ministry of Labour is undertaking a 75-day consultation to allow
stakeholders to comment on proposed new and revised limits and listings for
these 27 hazardous substances. This includes proposed limits for two
substances for which a limit does not currently exist in Ontario: Coumaphos
and Monochloroacetic acid. Revised limits and/or listings are proposed for 25
other substances, including: Silica and Iron Oxide.
This is just one of a number of initiatives the government has taken to
support workers on the job. Other measures include:
- The High-Risk initiative, targeting enforcement efforts at Ontario
workplaces with the highest injury rates and highest costs in
Workplace Safety and Insurance Board claims
- The Pains and Strains initiative, targeting musculo-skeletal
injuries, which make up a significant portion of all workplace
injuries
- Hiring 200 new health and safety inspectors. Of these, 131 are
already working across Ontario. All 200 will be carrying out
inspections of high-risk workplaces early next year.
To participate in the consultation, submit comments to the ministry at
the address provided in the proposal. Copies of the proposal are on the
Ministry of Labour website, or are available by calling 416-326-9299. The
submission deadline is September 30, 2006.
"The Ontario government wants to consult with all affected stakeholders,
including business and labour, before introducing new exposure limits," said
Peters. "The government is on the side of working families - protecting them
from potentially hazardous substances that can cause illness or disability."
Disponible en français
www.labour.gov.on.ca
Backgrounder
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OCCUPATIONAL EXPOSURE LIMIT REVIEW
On April 26, 2004, the Ontario government announced an annual revision
system for occupational exposure limits (OELs). This revision system to update
OELs is based on stakeholder input on limits recommended by the American
Conference of Governmental Industrial Hygienists (ACGIH). Exposure to
hazardous substances is a major cause of occupational illness that in turn can
have a devastating impact on workers and their families. It also adds
significant costs to businesses through lost productivity and higher workplace
insurance premiums.
What are OELs?
Regulated under the Occupational Health and Safety Act, OELs restrict the
amount and duration of workers' exposure to hazardous workplace substances,
such as asbestos, benzene, lead and silica. Ontario currently has OELs for
over 700 substances.
Previous updates
OELs were first adopted into regulation in Ontario in 1986. They were
based on the then current (1985) limits recommended by the ACGIH. Updates were
made to OELs in 1994, 2000, 2004 and most recently in 2005.
What substances are included in these consultations?
New OELs for two substances are being proposed.
- Coumaphos - Monochloroacetic acid
Revised OELs are being proposed for the following 14 substances:
- Calcium sulphate - Iron Oxide (Rouge)
- Carbon disulfide - 2-Methoxyethanol
- 1,2-Dichloropropane - 2-Methoxyethyl acetate
- Fenamiphos - Silica - Tridymite
- Fenthion - Propylene
- Fonofos - Ronnel
- Gypsum - 1,1,2,2-Tetrabromoethane
Existing OELs for 10 substances are being proposed to be removed as per
the recommendations of the ACGIH. The ACGIH concludes that there is
insufficient scientific evidence to support an OEL for the following:
- Diatomaceous earth - Silica fused
- Magnesite - Silica gel
- Perlite (a) - Silicon
- Precipitated silica - Tetrasodium pyrophosphate
- Silica fume - Vegetable oils
As well, it is being recommended that multiple forms of crystalline
Silica that currently are listed separately be combined into one listing. It
is being recommended that the allowable exposure limit for all forms of
crystalline Silica be reduced to make it more protective.
For more information on these proposals, go to the Ministry of Labour
website at http://www.labour.gov.on.ca/english/hs/oels/06_oels.html. |
Employment Insurance May 2006
The estimated number of Canadians receiving regular Employment Insurance benefits in May was 483,480, down 1.6% from April (seasonally adjusted). The decrease was the fourth consecutive decline and the eighth in the last nine months.
Except for Prince Edward Island, Nova Scotia and Saskatchewan, all provinces recorded decreases in May. The largest decreases occurred in Manitoba (-3.1%) and Ontario (-2.5%). Both Alberta and British Columbia have now shown declines for nine consecutive months.
Regular benefit payments in May totalled $606 million, while 220,650 people made initial and renewal claims was.
Note: Employment Insurance Statistics Program data are produced from an administrative data source and may, from time to time, be affected by changes to the Employment Insurance Act or administrative procedures. The number of beneficiaries for this month is a measure of all persons who received Employment Insurance benefits from the 14th to the 20th of the month. This coincides with the reference week of the Labour Force Survey. The regular benefit payments figure measures the total of all monies paid to individuals from the 1st to the end of the month.
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The Overwhelmed Office: Six Fixes for the Stressed-Out, Productivity-Challenged Workplace
A KEYGroup® survey suggests one in five workers may be overwhelmed by stress. Here are some solutions for diffusing stress in your company--and ratcheting up productivity.
By Joanne G. Sujansky, Ph.D.
Lately, you feel a palpable sense of stress when you walk into your office. People are tense and not smiling. Nerves are stretched to the breaking point. Everyone operates in marathon mode, getting into the office early, working through lunch, and putting in one late night after another. And yet, despite the jackrabbit pace, important tasks aren't getting done. That's not surprising. There is a strong link between stress and lack of productivity--and the problem is more widespread than you might think.
Busy-ness does not equal productivity. In fact, frantic, disorderly activity is counterproductive to your organization's goals. Not only is too much stress incompatible with the vibrant, creative environment a company needs to stay competitive in our intense marketplace, but it actually makes employees sick. And according to a recent survey we commissioned, nearly one in five employees confirms that stress hinders their job performance.
The Internet-based survey--carried out by Zoomerang--included questions regarding disconnect between management and workers, frequency of performance feedback, and the amount of unnecessary stress on the job, among others.
The 1,727 men and women who took the survey ranged in age from 18 to 64, had varying levels of education, and lived all over the United States. While they work in varying occupations, the majority of respondents classified themselves as "Middle Management," "Office & Administrative," and "Professional."
In evaluating the statement My productivity on the job suffers because the company causes unnecessary stress, 19 percent of participants expressed agreement.
So if you suspect your employees would jump on the "unnecessary stress" train, what can you do? Here are a few suggestions:
· Give people specific, challenging, yet attainable outcomes they are expected to meet. When people know that they are working toward a clear-cut goal--with (and this is important) a clear-cut deadline--they tend to regulate their own workday in order to meet it. If John knows he has to boost revenues in his department 10 percent by June 1, he will stay focused on that goal. He will be less likely to get sidetracked by other, less critical tasks.
· Put systems in place for measuring productivity. In the business world, the bottom line is, of course, the bottom line. The whole point of goal setting is to help employees become more productive. That's why you must be sure not to confuse activity with progress. Put systems in place for measuring productivity and live by them. Remember this mantra: What gets measured gets done. Create policies that ensure that the "urgent" doesn't take precedence over the "important," and do everything you can to eliminate redundancies and busywork.
· Make the workday meaningful. When employees are fully engaged in their work, they're less likely to perceive intensity as "stress." They will be motivated and rewarded by their task list rather than feeling oppressed by it. Therefore, make sure to give your employees challenging and meaningful assignments that stimulate and inspire them. Employees today want more than just a job. They want to contribute to the big picture and help sustain the company through the tough times.
· Reward employees after they meet a challenge. A positive attitude goes a long way toward managing stress. It helps you maintain a sense of perspective and view problems as challenges, perhaps even motivators. While you should refrain from giving employees Pollyanna-like speeches about accentuating the positive, you can "adjust their attitudes" by showing a little appreciation. When an employee goes the extra mile or meets a seemingly impossible deadline, reward her for a job well done. Make the reward meaningful to her. Perhaps she would enjoy an office pizza party, theatre tickets, or a gift certificate to a local business. Small gestures can have a big effect on mood--which in turn has a big effect on alleviating stress.
· Make employees take lunch breaks, vacations, and even mental health days. Do your employees wolf down burgers at their desks while replying to a volley of e-mails? Do they take work home every night? Do they rack up unused vacation days like interest on a high-yield CD? What's more, do you commit such stress sins? If you're rubbing your hands in glee over your employees' work ethic, you're contributing to the problem. Insist that they take lunch breaks and vacations. After an all-nighter, give people a spontaneous day off to recharge. And practice what you preach: When people see you working like a Trojan, they feel a not-so-subtle pressure to follow your lead.
· Start a workplace "health club." Too much stress makes people sick. So if you have an office full of overworked, overwhelmed employees living at their desks and sucking down fast food, you needn't be psychic to predict what's going to happen. (Sick and/or absent employees aren't good for productivity or your health insurance plan!) Make good health a workplace priority. You can do this in a formal way, such as instituting a wellness program or helping employees pay for a gym membership, or in an informal way, such as starting a lunchtime walking group and posting a healthy recipes bulletin board. You'll help employees cope with stress and also show them that you care about them as people, not just "working machines."
Stress is probably the central issue in today's work world. We're all trying to figure out how to get more and more done in the face of lean budgets, a global army of competitors and a 24/7 flow of information. That's why you must make the S-word a priority. Mastering it is the key to keeping productivity high--and keeping your company viable in the 21st century.
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Monster Employment Index Canada Dips One Point in June as Demand for Labour Weakens in Several Key Areas
- Despite one-point drop Monster Employment Index is up by 29 per cent year-over-year, reflecting continued overall strength in Canada's labour market
- Seven of 10 job classifications show increased employee demand, led by
business, finance and administrative occupations; social sciences and
government; and, manufacturing
- Seven of 10 provinces post gains, with Ontario leading the way
- Central Canadian cities lead the way for online job demand; Toronto posts 11-point increase, Montreal up nine as both cities reach new high
MONTREAL - The Monster Employment Index Canada dipped one point to a level of 124 in June as employers' overall demand for labour declined slightly. Despite the drop, the Index remains 29 per cent higher than the same month last year. While most sectors tracked by the Index increased in June, declines in sales and service, and trades and transportation, attributed to the general reduction.
Seven of 10 occupations gain ground in June
Jobs in social sciences, education, government service and religion;
occupations unique to processing, manufacturing and utilities; and, business,
finance and administrative occupations led the way as seven out of 10 job
classifications saw online demand for employees increase in June.
Online demand for workers in the social sciences, education, government
service and religion category gained 12 points amid significant demand in the
education and not-for-profit sectors.
Demand for workers in manufacturing jumped seven points in June, entering
its fifth consecutive month of increase as the sector continues to recover
when compared to one year ago.
The Index for business, finance and administrative occupations gained
seven points in June and is up six per cent in a year-over-year comparison.
Online job demand for management occupations gained a further five points
in June to post a 21 per cent year-over-year increase.
Natural and applied sciences job demand increased as well and demand for
workers in computer services, engineering and IT pushed the category up
another four points.
Healthcare occupations, up seven points in May, registered a modest,
one-point increase in June.
Online job demand in the sales and service industry dropped seven points
last month primarily due to currency reports on exports. Occupations unique to
primary industry, including agriculture, forestry and fishing, dropped a
substantial 12 points during June and demand for workers in the trades and
transportation sector fell two points following five months of growth.
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Survey Finds Many Employers Taking Steps to Alleviate Impact of High Gas Prices on Staff
TORONTO - Professionals who are feeling pain at the pump may find help from their employers. Eighty-two per cent of executives polled by Robert Half International Inc. said their firms are taking action to reduce the impact of higher gas prices on their teams. The most common changes reported include increasing expense guidelines for employee-incurred mileage (cited by 62 per cent of respondents), allowing staff to telecommute more frequently (32 per cent) and allowing employees to work from offices closer to home (25 per cent).
"Companies are always looking for tools to help maintain morale and
reduce turnover," said Max Messmer, chairman and CEO of Robert Half
International Inc. and author of Motivating Employees For Dummies(R) (John
Wiley & Sons, Inc.). "Easing the burden of escalating gas prices can help them
accomplish both objectives."
Canadian executives were asked, "Which, if any, actions has your firm
taken to reduce the impact of higher gasoline prices on employees?" Their
responses(*):
<<
Increasing expense guidelines for
employee-incurred mileage costs........................62%
Allowing increased telecommuting.........................32%
Allowing employees to work from
office locations closer to home........................31%
Encouraging carpooling or ride-share programs............16%
Raising compensation to mitigate fuel costs..............14%
Providing transportation to employees....................12%
Providing gas subsidies to employees.....................10%
Providing subsidies for employees
who use public transportation...........................7%
Other.....................................................4%
None of these............................................18%
(*)Multiple answers were allowed.
>>
Among the 18 per cent of respondents whose firms are taking no actions at
present, approximately one in six said their companies would likely try to
reduce the impact of higher gasoline costs if prices continue to trend upward.
Executives surveyed also were asked if rising fuel costs have affected
their recruiting efforts: 79 per cent said they have not. Eleven per cent
reported job applicants are less willing to make lengthy commutes and 9 per
cent said candidates are seeking higher salaries.
Additionally, Robert Half International surveyed workers to see how
escalating gas prices were affecting their routines. Thirty-four per cent of
workers have had their commutes or work arrangements affected by higher fuel
costs. Steps they have taken to ease the burden include more-frequent
carpooling or ride-sharing, looking for jobs closer to home, asking for
increased compensation and working from satellite offices.
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Head office employment largely unaffected by foreign takeovers
Study: Head office employment 1999 to 2005
Foreign takeovers have had little impact on employment in Canadian head offices, a new study shows. Domestic firms taken over by foreign firms created about as many new head offices as they closed. On average, those head offices that continued after a domestic firm was taken over maintained their level of head office employment.
Foreign controlled firms were the dominant force driving growth in the number of head offices in Canada and head office employment between 1999 and 2005. Foreign controlled firms accounted for about two-thirds of the net increase in head office employment, and all the growth in the number of head offices.
| Head office employment |
| |
1999 |
2005 |
1999 to 2005 |
| |
| |
% change |
| Canada |
157,994 |
174,882 |
10.7 |
| Domestically-controlled |
107,643 |
113,838 |
5.8 |
| Foreign-controlled |
50,351 |
61,044 |
21.2 |
| Montréal |
36,763 |
36,893 |
0.4 |
| Ottawa–Gatineau |
3,634 |
4,667 |
28.4 |
| Toronto |
49,649 |
59,163 |
19.2 |
| Winnipeg |
7,410 |
6,890 |
-7.0 |
| Calgary |
11,815 |
19,428 |
64.4 |
| Edmonton |
2,972 |
3,428 |
15.3 |
| Vancouver |
16,894 |
11,938 |
-29.3 |
The study also shows that Toronto has reinforced its position as Canada's leading centre for head offices in the business sector during the past six years, while Calgary experienced the strongest head office employment growth of Canada's four major head office centres.
Calgary has now surpassed Vancouver by a wide margin as Western Canada's leading head office centre.
Montréal remains Canada's second most important head office centre, but it has been losing ground to both Toronto and Calgary.
Head office employment in Canada increased 10.7% to 174,882 from 1999 to 2005, slightly less than the 14% growth rate for the business sector as a whole. The number of head offices in Canada rose 4.2% to 4,161.
Head office employment largely unaffected by foreign takeovers
Analysts continue to be concerned as to whether foreign control is associated with the "hollowing-out" of corporate Canada. One particular concern is that when Canadian firms are taken over by foreign firms they shed head office employment, which is being moved abroad.
On balance, foreign takeovers have had little impact on employment in Canadian head offices, the study found.
Of the 4,061 head offices in Canada in 1999, some 164 subsequently switched from domestic to foreign controlled by 2005. Of the 164 that switched, 34, or about one-fifth, were closed, resulting in the loss of 1,709 jobs.
While some foreign firms closed head offices, others created them. Foreign firms gained control of many Canadian firms that did not have a head office unit in 1999.
These were firms with head office functions that were typically too small to be identified as separate from their other operations. These firms established 38 new head offices that housed 2,346 jobs in 2005.
Of those head offices that continued under foreign control, head office employment increased marginally. Their employment amounted to 3,487 in 1999 (when they were under domestic control) and 3,547 in 2005 (when they were under foreign control).
Foreign firms dominate head office growth
Foreign controlled firms were a dominant force driving the growth in the number of head offices and head office employment between 1999 and 2005.
Foreign firms accounted for all the growth in the number of head offices and nearly two-thirds, or 10,693, of the net increase of 16,888 in employment over the period.
In 1999, foreign controlled firms accounted for 17% of head offices and 32% of Canadian head office employment. By 2005, foreign-controlled firms represented 22% of head offices, and 35% of head office employment.
All of the job gains attributable to foreign controlled head offices resulted from the jobs in new foreign head offices outnumbering those lost in head offices closed by foreign firms. None of the jobs gained by foreign head offices resulted from the reclassification of head offices from domestic to foreign control.
During the six-year study period, the number of head offices in Canada increased from 4,061 to 4,161. This resulted from a net gain of 191 foreign-controlled head offices, most resulting from births of new head offices outnumbering exits, and a net decline of 91 in the number of domestic head offices.
Some 419 foreign head offices were created while 281 foreign head offices closed, for a net gain of 138. The remaining increase in foreign head offices resulted from head offices that switched from domestic to foreign control.
Loss of a head office a common occurrence
While losses of head offices occur frequently, for Canada as a whole, these are balanced by the addition of new head offices.
Of the head offices that existed in 1999, fully 37% were no longer in existence in 2005. These lost head offices accounted for 27% of head office employment in 1999.
But losses are only part of the story. New head offices are constantly being created. Of the head offices operating in 2005, 38% did not exist in 1999. These new head offices made up 36% of head office employment in 2005.
Head office employment concentrated in four metro centres
Canada's head office employment is concentrated in four metropolitan areas — Toronto, Montréal, Calgary and Vancouver. They accounted for 38% of Canada's population in 2005, but 73% of the nation's head office employment.
Toronto dominates head office employment, but growth in Calgary has been much faster. Between 1999 and 2005, head office employment in Calgary rose 64.4%, more than triple Toronto's growth rate of 19.2%.
Still, Toronto's share of head office employment edged up from 31% to 34% during this period, while Calgary's share rose from 7% to 11%.
Head office employment in Montréal was flat over the period, while total head office employment grew. As a result, Montreal's share fell from 23% in 1999 to 21% in 2005. Despite Vancouver's buoyant economy, head office employment has plunged, reducing Vancouver's share of the total from 11% to 7%.
Vancouver was Western Canada's most important head office centre in 1999, with employment levels well above Calgary's. Since then, these two cities have reversed positions.
Note to readers
This release is based on the research paper "Head office employment in Canada, 1999 to 2005", available today. It analyzes trends in head office employment in the business sector from 1999 to 2005, as well as the impact of foreign ownership on such employment. Data came from Statistics Canada's Business Register.
A previous study, "Foreign multinationals and head office employment in Canadian manufacturing firms", released in The Daily on June 8 2005, analyzed factors affecting head office employment in the manufacturing sector between 1973 and 1999.
Head offices are defined as establishments that are primarily engaged in providing general management and/or administrative support services to affiliated establishments.
Because this support function can occur in more than one location or at different levels of a firm's organization, firms, either foreign- or domestically-controlled, can have more than one head office unit.
|
Executives Cite July and August as Best Time for Staff Vacations
TORONTO - Summer vacations aren't just for students. A new survey shows employers also prefer their teams to take scheduled time off during the summer months. Half of executives surveyed (50 per cent) said July is the best month for employees to take vacations; 21 per cent named August as the most favourable time for staff breaks.
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, "In your company, what is the best month for
employees to take a vacation?" Their responses:
July............................... 50%
August............................. 21%
November........................... 5%
February........................... 4%
June............................... 4%
January............................ 3%
September.......................... 2%
October............................ 2%
December........................... 2%
April.............................. 1%
No particular month................ 6%
100%
----
>>
"Before leaving for vacation, employees should work with colleagues and
managers to ensure projects run smoothly during their absence," said Max
Messmer, chairman of Accountemps and author of Managing Your Career For
Dummies(R) (John Wiley & Sons, Inc.). "Without adequate preparation,
professionals may find themselves on an unintended 'working vacation' as they
spend time consulting with co-workers and attending to last-minute requests
via their laptops."
|
Local skilled trades camp expands horizons for participants
What:
“Skills Work!® for Youth” Employability Skills Camp
Who:
Skills Canada – Ontario
Conestoga College
Waterloo Region District School Board
Waterloo Catholic District School Board
Waterloo Wellington Training and Adjustment Board
Where:
Conestoga College – 2D22
299 Doon Valley Drive
Kitchener, ON
When:
July 10th -14th and July 17th – 21st, 8:30 am – 4:30 pm
Best time:
July 13th at 9:00am – Doon W13 Woodworking Building; July 14th at 9:00am – Doon 2D22
July 18th at 9:00am – Jacob Hespler Secondary School and July 20th at 9:00am – St. Marys High School
Background: “Skills Work!® for Youth,” is a summer camp for students going into grades 7 & 8. During this camp participants will develop their communication, problem solving and teamwork skills through various hands-on activities.
Students participate in approximately four half-day skill development workshops hosted by local skilled trades professionals. Workshops at this year’s camps include: Woodworking, Transportation, Culinary and Communications.
In addition to workshops, students will tour local industries including the Cambridge Mack, CJIQ Radio Station, MTD Products and Chartwells. These tours will enable students to see first hand the careers that are available within their own community and a get a glimpse of an average work day for someone who is employed in the skilled trade sectors. The tours of local industries provide the link from what is learned at camp to the world of work.
In the summer of 2006, Skills Canada – Ontario, working in partnership with various organizations across the province, will host 12 camps throughout the province.
Skills Canada – Ontario is a not-for-profit organization that promotes careers in the skilled trades and technologies to young people throughout the province as viable, challenging and interesting career options. We gratefully acknowledge the financial support of the Ministry of Training, Colleges and Universities and the Ministry of Education.
|
Survey reveals construction costs are expected to escalate next quarter
EDMONTON - Although Alberta's economy is expected to continue to sizzle, there may soon be economic implications for average Albertans, particularly given the anticipated rising cost of construction, according to the latest ATB Financial Business Sentiments Index(TM). The Index is compiled by the Western Centre for Economic Research at the University of Alberta School of Business based on a survey of over 400 Alberta businesses.
"Although the overall news is good, there are indications that
anticipated challenges in some industries may affect ordinary people," says
Dr. Bob Ascah, Vice President at ATB Financial. "Specifically, construction
costs are rising and are expected to continue to rise, according to the
majority of respondents. This would affect housing affordability and the cost
of building roads and infrastructure." Conversely, material shortages do not
seem to be a factor for the construction firms surveyed. Businesses in all
leading economic sectors have indicated they expect strong activity and hiring
to persist into the third quarter of 2006. Renewed strength in the oil and gas
sector is providing a considerable amount of stimulus to other sectors in the
Alberta economy.
Labour shortages are being cited as the major constraint affecting many
industries, particularly the construction industry. Based on the responses
about businesses' hiring intentions, the strength of the job market is evident
throughout the province. The Index of Hiring Intentions, at 142 for quarter
three, is close to the level of the index for quarter two. "The responses
imply increased job opportunities across the sectors," says Ascah. "However,
given the acute shortage of labour in Alberta, many firms may be finding ways
to get the job done without hiring more people."
For the third quarter of 2006, the Business Sentiments Index(TM) was
153.8 compared with 152.1 for the second quarter. The results show a
consistency of business sentiments found across Alberta businesses for a
positive set of anticipations. Compared to the second quarter results, the
Business Sentiments Index(TM) in quarter three shows a significantly increased
level for oil and gas firms.
|
Labour Force Survey June 2006
Following large gains the previous month, employment was little changed in June, leaving the unemployment rate at a 32-year low of 6.1%. Since the start of the year, employment is up 1.3% or 216,000, more than double the growth of the first half of 2005.
Employment was unchanged in June in almost all provinces. However, there has been strong growth in the first six months of the year in some parts of the country. Leading the way is Alberta, with an increase of 3.9% since January 2006 — a growth rate three times the national average. Saskatchewan and Ontario have also had above-average growth.
There were solid gains in health care and social assistance in June. This increase continues an upward trend that began at the start of this year, particularly in British Columbia, Alberta and Ontario. Employment in construction, however, pulled back in June.
In the first six months of 2006, there have been above-average employment gains in a number of industries, namely, finance, insurance, real estate and leasing (+6.3%); health care and social assistance (+5.4%); natural resources (+5.2%) and "other services" (+4.2%).
Declines in full-time employment in June offset increases in part time, mostly among youths and adult men. Following strong gains since March of this year, employment was flat for adult women in June.
There were large gains in the number of private sector employees in June, but at the same time there were losses in self-employment and in the public sector. So far this year, the number of employees in the private sector has jumped 2.4%, well ahead of gains in the public sector (+1.7%). Self-employment, meanwhile, has fallen by 3.7%. This has been the most significant period of decline in self-employment since 2002, with losses across a number of industries.
Average hourly wages were up 3.5% from June of last year, remaining above the most recent year-over-year increase of 2.8% in the Consumer Price Index. Wage growth continues to be strong in Alberta, jumping 7.3% from a year ago.
Large gain in health care and social assistance
Employment increased by an estimated 41,000 in health care and social assistance in June, mostly in Ontario and Quebec. This brings gains in this industry to 94,000 (+5.4%) since the beginning of the year, after little growth in both 2004 and 2005. Since the start of this year, growth in this industry was particularly strong in hospitals, child day care services and individual and family services.
Construction, on the other hand, fell by 19,000 in June. After strong growth in the preceeding two years, employment in this industry is unchanged from the start of 2006.
Although little changed in June, employment in manufacturing has declined by 8.5% (-199,000) since the end of 2002. So far in 2006, the declines have been in food, paper and textile manufacturing.
Alberta leads employment growth in 2006
Employment growth in Alberta paused in June, following large gains in the previous month. Since the start of the year, employment has grown by 3.9% (+69,000), three times the national average. Over the first half of the year, industry gains have been in natural resources, public administration and health care and social assistance.
Employment in Saskatchewan edged up by 2,000 in June, mainly in accommodation and food services. This brings the province's employment rate of 65.5% and the participation rate of 68.9% to record highs. In the last six months, Saskatchewan has experienced the second highest rate of employment growth of all provinces (+1.9%). Gains so far this year have been in trade; agriculture; accommodation and food services and construction.
Employment fell in both Nova Scotia (-5,000) and Prince Edward Island (-1,000) in June. These declines leave employment in both provinces at the same level as in December 2005.
In June, employment was unchanged in both Ontario and Quebec. So far this year, employment is up 1.4% in Ontario, but only 0.4% in Quebec. While manufacturing has been weak in both provinces, the offsetting effects from gains in the service sector have been stronger in Ontario.
In British Columbia, fewer people were searching for work in June, bringing the unemployment rate to another record low of 4.3%. Employment has grown 1.1% in the first six months of 2006, somewhat slower than during the same span a year earlier (+1.5%).
Like in British Columbia, Manitoba's unemployment rate declined in June to an all-time low (3.6%), as fewer people participated in the labour market. Since the start of the year, employment in Manitoba has grown at a slightly slower rate (+0.8%) than the national average.
Full-time declines offset part-time gains
A drop in full-time employment (-67,000) along with a similar jump in part-time (+63,000) left overall employment unchanged in June. In the last three years, the bulk of the employment growth has been full time (+6.4%).
There was little change in employment in June among adult men and women as well as youths. However, since the start of the year, growth has been strongest for adult women (+2.1%), followed by youths (+1.5%) and adult men (+0.6%).
Summer employment promising for younger students
A greater share of students aged 17 to 19 years were employed in June (58.2%), up 4.7 percentage points from June of last year and the highest employment rate for this group in 16 years.
However, the employment rate for older students aged 20 to 24 was similar to a year earlier at 69.7%, but remains well below the all-time high reached in June 1989 (79.7%).
Note: From May to August, the Labour Force Survey collects labour market information about people aged 15 to 24 years who were attending school full-time in March and intending to return to school in the fall. Survey results for May and June give an early indication of the summer job market for older students aged 20 to 24, however, many students aged 15 to 19 are not yet out of school for the summer. Survey results for July and August will provide further insight into the summer job market. The published estimates are not seasonally adjusted, therefore comparisons can only be made on a year-over-year basis.
| Employment by industry (based on NAICS) and class of worker for both sexes, aged 15 and over |
| |
May 2006 |
June 2006 |
May to June 2006 |
June 2005 to June 2006 |
May to June 2006 |
June 2005 to June 2006 |
| |
Seasonally adjusted |
| |
'000 |
% |
| All industries |
16,514.9 |
16,510.3 |
-4.6 |
359.1 |
0.0 |
2.2 |
| Goods-producing sector |
4,009.9 |
3,975.2 |
-34.7 |
-56.7 |
-0.9 |
-1.4 |
| Agriculture |
353.2 |
346.3 |
-6.9 |
-2.8 |
-2.0 |
-0.8 |
| Forestry, fishing, mining, oil and gas |
328.9 |
324.9 |
-4.0 |
16.3 |
-1.2 |
5.3 |
| Utilities |
122.2 |
121.6 |
-0.6 |
-10.7 |
-0.5 |
-8.1 |
| Construction |
1,070.8 |
1,051.6 |
-19.2 |
23.5 |
-1.8 |
2.3 |
| Manufacturing |
2,134.8 |
2,130.7 |
-4.1 |
-83.2 |
-0.2 |
-3.8 |
| Services-producing sector |
12,504.9 |
12,535.1 |
30.2 |
415.8 |
0.2 |
3.4 |
| Trade |
2,648.8 |
2,632.1 |
-16.7 |
64.8 |
-0.6 |
2.5 |
| Transportation and warehousing |
801.6 |
803.7 |
2.1 |
18.3 |
0.3 |
2.3 |
| Finance, insurance, real estate and leasing |
1,050.8 |
1,058.5 |
7.7 |
72.1 |
0.7 |
7.3 |
| Professional, scientific and technical services |
1,097.5 |
1,088.1 |
-9.4 |
39.3 |
-0.9 |
3.7 |
| Business, building and other support services |
675.1 |
679.5 |
4.4 |
24.0 |
0.7 |
3.7 |
| Educational services |
1,144.9 |
1,155.2 |
10.3 |
54.3 |
0.9 |
4.9 |
| Health care and social assistance |
1,773.4 |
1,814.6 |
41.2 |
89.9 |
2.3 |
5.2 |
| Information, culture and recreation |
751.4 |
748.3 |
-3.1 |
24.8 |
-0.4 |
3.4 |
| Accommodation and food services |
1,006.1 |
1,013.8 |
7.7 |
14.7 |
0.8 |
1.5 |
| Other services |
706.5 |
700.2 |
-6.3 |
10.7 |
-0.9 |
1.6 |
| Public administration |
848.8 |
841.0 |
-7.8 |
2.8 |
-0.9 |
0.3 |
| Class of worker |
|
|
|
|
|
|
| Public sector employees |
3,226.5 |
3,211.6 |
-14.9 |
90.4 |
-0.5 |
2.9 |
| Private sector |
13,288.4 |
13,298.6 |
10.2 |
268.6 |
0.1 |
2.1 |
| Private employees |
10,791.2 |
10,845.1 |
53.9 |
316.8 |
0.5 |
3.0 |
| Self-employed |
2,497.2 |
2,453.5 |
-43.7 |
-48.2 |
-1.7 |
-1.9 |
| Note: | Related to CANSIM tables 282-0088 and 282-0089. |
|
| Employment by type of work, age and sex, seasonally adjusted |
| |
June 2006 |
May to June 2006 |
June 2005 to June 2006 |
June 2006 |
May to June 2006 |
June 2005 to June 2006 |
June 2006 |
May to June 2006 |
June 2005 to June 2006 |
| |
Seasonally adjusted |
| |
Both sexes |
Men |
Women |
| |
'000 |
| Employment |
16,510.3 |
-4.6 |
359.1 |
8,733.5 |
-17.0 |
149.7 |
7,776.8 |
12.5 |
209.4 |
| Full-time |
13,496.9 |
-67.1 |
298.4 |
7,775.5 |
-66.0 |
118.5 |
5,721.4 |
-1.1 |
179.9 |
| Part-time |
3,013.3 |
62.5 |
60.6 |
958.0 |
49.0 |
31.2 |
2,055.3 |
13.5 |
29.4 |
| 15-24 |
2,551.3 |
-3.5 |
97.2 |
1,278.2 |
-10.8 |
53.5 |
1,273.2 |
7.4 |
43.8 |
| 25 and over |
13,959.0 |
-1.0 |
261.9 |
7,455.3 |
-6.2 |
96.2 |
6,503.6 |
5.1 |
165.6 |
| 25-54 |
11,620.5 |
-28.4 |
150.9 |
6,132.6 |
-15.7 |
64.3 |
5,487.9 |
-12.7 |
86.7 |
| 55 and over |
2,338.5 |
27.4 |
110.9 |
1,322.8 |
9.6 |
32.0 |
1,015.7 |
17.8 |
78.9 |
| Note: | Related CANSIM table 282-0087. |
|
| Labour force characteristics for both sexes, aged 15 and over |
| |
May 2006 |
June 2006 |
May to June 2006 |
May 2006 |
June 2006 |
May to June 2006 |
| |
Seasonally adjusted |
| |
Labour force |
Participation rate |
| |
'000 |
% change |
% |
change |
| Canada |
17,588.0 |
17,577.3 |
-0.1 |
67.3 |
67.2 |
-0.1 |
| Newfoundland and Labrador |
253.5 |
252.0 |
-0.6 |
59.3 |
58.9 |
-0.4 |
| Prince Edward Island |
77.6 |
76.8 |
-1.0 |
69.2 |
68.4 |
-0.8 |
| Nova Scotia |
483.3 |
478.9 |
-0.9 |
63.4 |
62.8 |
-0.6 |
| New Brunswick |
394.0 |
389.6 |
-1.1 |
64.5 |
63.7 |
-0.8 |
| Quebec |
4,081.2 |
4,094.3 |
0.3 |
65.4 |
65.5 |
0.1 |
| Ontario |
6,929.3 |
6,934.3 |
0.1 |
67.9 |
67.8 |
-0.1 |
| Manitoba |
613.7 |
610.4 |
-0.5 |
68.8 |
68.4 |
-0.4 |
| Saskatchewan |
511.3 |
514.2 |
0.6 |
68.5 |
68.9 |
0.4 |
| Alberta |
1,942.1 |
1,937.7 |
-0.2 |
73.9 |
73.5 |
-0.4 |
| British Columbia |
2,302.0 |
2,289.1 |
-0.6 |
65.7 |
65.2 |
-0.5 |
| |
Employment |
Employment rate |
| |
'000 |
% change |
% |
change |
| Canada |
16,514.9 |
16,510.3 |
0.0 |
63.2 |
63.1 |
-0.1 |
| Newfoundland and Labrador |
216.0 |
214.7 |
-0.6 |
50.5 |
50.2 |
-0.3 |
| Prince Edward Island |
69.8 |
68.6 |
-1.7 |
62.3 |
61.1 |
-1.2 |
| Nova Scotia |
444.5 |
439.4 |
-1.1 |
58.3 |
57.6 |
-0.7 |
| New Brunswick |
360.1 |
358.5 |
-0.4 |
58.9 |
58.6 |
-0.3 |
| Quebec |
3,759.1 |
3,768.5 |
0.3 |
60.2 |
60.3 |
0.1 |
| Ontario |
6,520.8 |
6,522.2 |
0.0 |
63.9 |
63.8 |
-0.1 |
| Manitoba |
588.2 |
588.5 |
0.1 |
66.0 |
66.0 |
0.0 |
| Saskatchewan |
486.5 |
488.7 |
0.5 |
65.2 |
65.5 |
0.3 |
| Alberta |
1,876.2 |
1,869.2 |
-0.4 |
71.4 |
70.9 |
-0.5 |
| British Columbia |
2,193.6 |
2,191.8 |
-0.1 |
62.6 |
62.5 |
-0.1 |
| |
Unemployment |
Unemployment rate |
| |
'000 |
% change |
% |
change |
| Canada |
1,073.2 |
1,067.1 |
-0.6 |
6.1 |
6.1 |
0.0 |
| Newfoundland and Labrador |
37.5 |
37.3 |
-0.5 |
14.8 |
14.8 |
0.0 |
| Prince Edward Island |
7.8 |
8.1 |
3.8 |
10.1 |
10.5 |
0.4 |
| Nova Scotia |
38.8 |
39.5 |
1.8 |
8.0 |
8.2 |
0.2 |
| New Brunswick |
33.9 |
31.1 |
-8.3 |
8.6 |
8.0 |
-0.6 |
| Quebec |
322.0 |
325.8 |
1.2 |
7.9 |
8.0 |
0.1 |
| Ontario |
408.5 |
412.0 |
0.9 |
5.9 |
5.9 |
0.0 |
| Manitoba |
25.5 |
21.9 |
-14.1 |
4.2 |
3.6 |
-0.6 |
| Saskatchewan |
24.9 |
25.4 |
2.0 |
4.9 |
4.9 |
0.0 |
| Alberta |
65.9 |
68.5 |
3.9 |
3.4 |
3.5 |
0.1 |
| British Columbia |
108.4 |
97.3 |
-10.2 |
4.7 |
4.3 |
-0.4 |
| Note: | Related CANSIM table 282-0087. |
|
Comparing current LFS estimates to those prior to 1976
In recent months, the Labour Force Survey (LFS) has been reporting very low unemployment rates. The rates have been so low that some LFS users want to understand the historical context in which these rates are presented. Caution must be stressed when comparing recent LFS employment and unemployment estimates to those prior to 1976 — when the questionnaire underwent significant changes.
The 1976 LFS questionnaire introduced direct questioning to determine labour market status. This replaced the "main activity" style of information previously recorded. In 1975, both the new and old questionnaires were run in parallel. An analysis of the impact on employment and unemployment estimates showed that the new questionnaire measured more employment, especially among youths and women. It also picked up more unemployment, most notably among women.
At the time of the conversion to the new questionnaire, a historical series was created by adjusting pre-1976 estimates of employment and unemployment using factors determined from the parallel run. Ratios were applied to the 1966 to 1975 data to make them more (but not strictly) comparable to the new estimates. Although these adjusted 1966 to 1975 data are available, users should still be cautious when comparing the two periods because of the different questionnaires used to measure employment and unemployment. Approaching 1966, further caution should be used.
|
Employment Innovations Fund
The Ontario government is calling on the business community to help social assistance recipients get into the workforce and on the path to a brighter future.
A new Employment Innovations Fund has been established to fund projects aimed at expanding opportunities in the workplace for willing, job-ready workers who face social, economic or physical barriers to employment.
“Ontario employers should be benefiting from the potential, skills and talents of all Ontarians – it just makes good business sense,” said Madeleine Meilleur, Minister of Community and Social Services.
Employer organizations, associations, groups of employers, municipalities and not-for-profit organizations are invited to submit proposals for funding to implement their innovative ideas to create sustainable job opportunities for people on social assistance, including people with disabilities.
“We’re on the side of Ontarians who are trying to improve their lives by finding meaningful jobs and we’re tapping into the creativity of the business community to make it happen,” said Meilleur.
Proposals must be submitted in writing using the Employment Innovations Fund Application Package. Priority consideration for funding this year will be given to proposals submitted by September 1, 2006.
For more information, or to download a copy of the application package, visit www.mcss.gov.on.ca.
|
Canada's population First quarter 2006
Canada's population increased at its fastest first quarter rate in four years from January to March, surpassing the 32.5-million mark.
Net international migration continued to be the main engine of growth. Population exchanges between Canada and the rest of the world accounted for nearly three-quarters of the estimated growth of 78,200 during the first three months of the year. It was the biggest first quarter increase since 2002, when the nation gained 83,400 people.
Alberta's economic growth remains a powerful magnet for Canadians from all parts of the country. During the first quarter, its population rose by 0.78%, a rate three times higher than the national average of 0.24%.
Alberta gained 25,900 people, the highest first quarter increase ever for the province. Net interprovincial migration accounted for 15,600 of these people, also a record high for the first quarter.
Due to its strong natural growth, Nunavut's population rose by 0.66%, making it the only other region with an increase anywhere near Alberta's.
Only two other provinces had growth rates higher than the national average: British Columbia (+0.30%) and Ontario (+0.25%). Gains in both provinces were the result of a high net international migration.
Except for Prince Edward Island, all the Atlantic provinces showed a decline in population during the first quarter, as did Saskatchewan, the Yukon and the Northwest Territories.
Nationally, international migration to Canada remained strong. While the number of new arrivals did not match the peaks recorded in 2001 and 2002, the first quarter average over the past three years of 55,500 was still higher than that at any time since the early 1990s.
International migration has accounted for more than 70% of Canada's average first quarter population growth since 2001, compared with only 34% between 1979 and 1984.
However, during the first quarter of 2006, natural increase rose substantially for the first time since 1999, accounting for more than 20,000 people for the first time since 2003. Most of this gain occurred in Quebec, and at a lesser scale, in Alberta and British Columbia.
Net international migration offset Alberta's attraction in a number of provinces and territories from January to March. It was the most significant factor in 9 of the country's 13 jurisdictions.
For example, international migration accounted for 80% of total population growth in British Columbia, which also had the country's highest net international migration rate, ahead of Ontario and Manitoba.
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Payroll employment, earnings and hours April 2006
The average weekly earnings of payroll employees increased $1.58 (+0.2%) from March to April to $747.80 (seasonally adjusted). This brings the year-to-date growth in earnings to 4.2%. This annual rate of change is obtained by comparing the average weekly earnings of the first four months of 2006 with the average of the same months of 2005.
Current year-to-date earnings increases in the largest industrial sectors are health and social assistance (+5.6%), educational services (+5.6%), retail trade (+4.2%), manufacturing (+3.7%), and public administration (+3.3%).
The number of payroll employees edged down 0.1% from March to April to 13,927,100 employees. By province, decreases were noted in Manitoba (-0.6%), Saskatchewan (-0.5%), Nova Scotia (-0.5%) and New Brunswick (-0.5%). Increases were observed in Newfoundland and Labrador (+0.9%) and Alberta (+0.3%).
The average hourly earnings for hourly paid employees dropped one cent in April, to $18.39.
The average weekly hours worked for hourly paid employees rose 0.3% in April to 32.1 hours.
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Employment Insurance April 2006
The estimated number of Canadians receiving regular Employment Insurance benefits in April fell 1.6% from March to 493,250 (seasonally adjusted), the third consecutive decline and the seventh in the last eight months.
All provinces recorded decreases in April, with the largest occurring in British Columbia (-4.0%), Alberta (-3.2%) and Newfoundland and Labrador (-2.3%).
At the national level, the number of regular beneficiaries fell 6.6% from a year ago and has fallen by 2.1% in the last five years. Over this five-year period, the western provinces have recorded the largest declines.
Regular benefit payments in April totalled $785.8 million, while the number of people making initial and renewal claims was 232,850.
Note: Employment Insurance Statistics Program data are produced from an administrative data source and may, from time to time, be affected by changes to the Employment Insurance Act or administrative procedures. The number of beneficiaries for this month is a measure of all persons who received Employment Insurance benefits from the 9th to the 15th of the month. This coincides with the reference week of the Labour Force Survey. The regular benefit payments figure measures the total of all monies paid to individuals from the 1st to the end of the month.
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Do you or someone you know have something to share with the workplace learning and performance community?
If so, CSTD has the perfect venue for your views and findings: The CSTD 2007 National Symposium on Assessment, Measurement and Evaluation…How to know if your learning is meeting business needs.
The Canadian Society for Training and Development invites Workplace Learning and Performance practitioners, academics and graduate students to submit proposals for the CSTD 2007 National Symposium, May 3-4, 2007, Montreal.
The deadline for submissions is Monday, August 1, 2006
Proposals may include but not be limited to the following
Linking evaluation and measurement practices to business strategy
Measuring the ROI of training and human resource initiatives
Assessing learning: Good and bad tests, alternatives to testing, legal challenges to testing
Using technology to support measurement and evaluation i.e. analytics, survey tools etc.
Developing and identifying performance metrics to assess learning and transfer
Tracking informal learning: theory and practice
Measuring the transfer of training
Formative evaluation--the role of usability testing in assessing under-development e-courses, pilot testing for classroom courses
Qualitative data--what is its role in training evaluation?
What interests executives in terms of assessing learning.
The most common mistakes that people make when evaluating
Integrating Learning Initiatives into the Balanced Scorecard
Needs Assessment strategy
Pre and post-assessment - what works and what doesn't
Using simulations for assessment, live or elearning
CSTD is seeking high-quality, original and interactive presentations (in English and French) on programs that have demonstrated the following: measurable business impact, workplace learning issues, case studies, best practices, strategies for performance improvement and relevant research.
For more information or to submit a proposal, please click on this web link http://www.cstd.ca/networks/2007SympSpeakerProposalForm.doc
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Eagle Finishes Q3 Tracking to $100 Million!, Contractor Demand is still Steady, Business is Good and Potential for the Staffing Industry is Unlimited!
OTTAWA - Eagle Professional Resources Inc. (Eagle) announced third quarter financial results for the period ended May 31, 2006. Revenues for the quarter were $25.4 million, up 7% over the previous quarter, and up 10% from the same quarter last year. Eagle 's year-to-date results are $74 million, an increase of 16% over the same period last year. Entering the final quarter of the year, the elusive $100 million mark is within sight, but much will depend on market conditions over the traditionally slower, summer months. Eagle continues its positive performance trend with its 39th consecutive profitable quarter.
There was much to celebrate this quarter. Eagle was named one of the Top 20 Best Small and Medium Employers in Canada! Eagle released a one-of-its-kind industry benchmark certification program for independent contractors. This program is designed to identify the stars in the IT contracting community. Eagle also presented ten of its fourteen annual scholarships to students at George Brown and SAIT College. The remaining Algonquin College recipients will be announced in the fall. Finally, Eagle was once again proud to be the sponsor of the very popular Young Authors' and Illustrators' Conference in Ottawa.
"Employers are realising the value of using IT contractors as a flexible solution to supplement their current workforce," said Kevin Dee, Eagle's CEO. "This trend is contributing to Eagle's success and means that we still have an excellent chance to break the $100 million mark this year."
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Lack of Transparency, Accountability at Labour Relations Board Creates "Crisis in Confidence"
AFL Releases Study by UofT Academic Examining Role of LRB in Bill 27
EDMONTON - The AFL released a study on June 22, conducted by Dr. Lorne Sossin, Associate Dean of Law at the University of Toronto, examining the conduct of the Alberta Labour Relations Board in the wake of the Bill 27 controversy. Dr. Sossin's report, called The Independent Board and the Legislative Process, assesses the actions of LRB officials during and since Bill 27, and compares Alberta to other jurisdictions in Canada. Sossin's report has three key findings:
<<
1. The undisclosed involvement of the Board Chair in a legislative
process is "problematic and damaging".
2. Other jurisdictions hold their LRBs to a higher standard than Alberta
does.
3. The Board failed to ensure proper transparency for its actions, which
undermined the integrity of the Board among its stakeholders.
>>
"Dr. Sossin's report articulates very clearly that the Alberta Labour
Relations Board failed in a number of serious respects to uphold its
obligations for transparency, impartiality and integrity," says AFL President
Gil McGowan. "These findings are serious and require immediate attention by
the LRB and the Alberta government to address shortcomings identified by Dr.
Sossin."
Sossin's report was commissioned by the AFL in March, following the
release of memos indicating that senior LRB officials participated in the
drafting of Bill 27. Bill 27 was legislation forcing the amalgamation of
bargaining units in health care and removing basic legal rights from many
health care workers. It is generally considered inappropriate for officials
who will be charged with interpreting and enforcing legislation to participate
in its creation.
The report has three key recommendations. First, it suggests that if the
Alberta government wants the LRB to play a role in drafting legislation, it
should say so in the Labour Relations Code. Second, the LRB should develop a
protocol to protect the integrity of its proceedings. This protocol should
include transparency to all parties when officials participate in legislation,
and such officials should recuse themselves from hearing cases related to the
legislation in question. Third, no member of the LRB should have a secret role
in drafting legislation.
"The recommendations would go some distance to repairing the damaged
reputation of the LRB," says McGowan. "We are open to discussing with LRB
officials establishing an appropriate protocol to protect the integrity and
impartiality of the Board."
The AFL calls upon LRB Chair Mark Asbell to move forward with the
recommendations of Dr. Sossin's report. It is also looking for an open process
for establishing protocols.
"The Bill 27 scandal has created a crisis in confidence between the
labour movement and the LRB. This is an opportunity to begin the work of
repairing the damage. But the ball is now in Mr. Asbell's court," McGowan
concludes.
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'Did I Just Say That?' - Survey Reveals Biggest Job Search Mishaps
TORONTO - While everyone makes mistakes, one of the most unfortunate times to do so is when applying for a job. OfficeTeam recently asked office professionals to recount the biggest job search blunders they had heard of or witnessed firsthand. Some of the more frequent responses related to over- or underselling one's skills during interviews or on resumes, not researching the company, complaining about former employers and treating clerical staff poorly.
The survey was developed by OfficeTeam, a leading staffing service
specializing in the placement of highly skilled administrative professionals.
It was conducted by an independent research firm and includes responses from
508 individuals 18 years of age or older and employed in office environments.
Office workers were asked, "What is the biggest mistake you've heard of
someone making during his or her job search?" Following are some of the
responses:
- "Someone interviewed for a position and was not given the job. But he
showed up anyway, saying, 'Here I am!'"
- "Someone tried to bribe me during the interview. She really wanted the
job and asked how much she could pay me for it."
- "An applicant came in with his recruiter and had the recruiter answer
the questions."
- "A job seeker didn't hang up the phone after calling about a job. I
overheard everything he said, and it wasn't good."
- "One gentleman submitted a resume that contained misspelled words and
an orange juice stain."
- "I interviewed someone who had a jawbreaker in her mouth during the
entire interview."
- "When asked what he had been doing while unemployed, the applicant
said, 'Staying home and watching TV.'"
- "I interviewed a person who was only interested in the benefits and
salary, and not the details and responsibilities of the job. He had a
'What's in it for me?' attitude."
- "One woman immediately described her faults to the interviewer and
mentioned days she would need to take off."
- "Applicants have shown up in torn shirts, blue jeans and flip flops."
- "During an interview, when asked what his greatest faults were, an
applicant gave too many answers. He kept going and going and going."
- "A job seeker wrote on her application, 'My boss was a jerk so I
quit.'"
"Job seekers are being evaluated from the moment they submit a resume,"
said Diane Domeyer, executive director of OfficeTeam. "It's critical that
applicants behave professionally and treat everyone they encounter, from the
receptionist to the person they bump into in the elevator, as someone who may
weigh in on the hiring decision."
Poor communication etiquette was a mistake cited often by survey
respondents, including applicants following up too frequently, failing to
return calls or show interest in the job, and talking too much or too little
during the interview.
Behaviour that also left a bad impression included job seekers who
admitted they were only interested in the money, failed to research the
company or learn the interviewer's name, or were discourteous to the office
receptionist when calling or visiting a prospective employer.
"Hindsight is 20/20," said Domeyer. "Learning from these examples will
help professionals sidestep mistakes that can cost them a job offer."
OfficeTeam provides the following tips to avoid embarrassing job search
setbacks:
- Spell it out. Confirm the correct spelling of the hiring manager's
name and his or her title so that you can address the cover letter
appropriately.
- Practice, practice, practice. Anticipate interview questions and
prepare thoughtful answers.
- Be honest. Always be truthful on your resume and in your interview.
- Don't ask what the company can do for you. Never inquire about salary
or benefits in the first interview, unless your potential employer
mentions them.
- Accentuate the positive. Attitude is everything, and hiring managers
will pick up on subtle cues, from your energy level and enthusiasm to
the way you refer to your former employer.
- Mind your manners. Request a business card from each interviewer so
you can send a note expressing appreciation for his or her time.
E-mail also is acceptable, but follow up with a formal card
regardless.
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Leadership pipeline not fully flowing in Canadian organizations
OTTAWA - Canadian organizations do not have the bench strength they need to replace their current senior executives who are nearing retirement, according to the inaugural Conference Board of Canada survey on human resources (HR) metrics.
"Leadership succession and development is the number one
talent-management priority for Canadian organizations responding to the
survey," said Ruth Wright, Senior Research Associate, and author of The
Strategic Value of People: Human Resources Trends and Metrics. "Given the
pressures that an aging workforce are putting on labour markets, the HR
function needs to focus on talent development. In addition, HR needs credible
and relevant measurements of workforce capability."
According to the 166 Canadian organizations that participated in the
study, the prospect of executive shortages is real. More than half of senior
executives will be eligible to retire in the next five years. The feeder pool
of second-level executives is just two years younger, on average. The median
(or middle organization) in the survey had just one-half of a designated
job-ready or nearly job-ready successor for every senior executive position.
Respondents identified attracting and retaining a highly motivated and
skilled workforce as the second key issue. More than half reported facing
challenges in recruiting employees with critical skills essential to their
organization or industry.
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NEBS PAYweb.ca partners with TruCa$h to launch new Payroll Debit Card Program
Midland, Ontario – NEBS PAYweb.ca is partnering with DCR
Strategies Inc., a licensee of TruCa$h, to introduce a
Payroll Debit Card. A flexible alternative to direct
deposit or cheque writing, our payroll debit card keeps NEBS
PAYweb.ca on the leading edge of payroll technology.
The new NEBS PAYweb.ca card is a reloadable payroll debit
card that provides employers and employees with a convenient
alternative to direct deposit and cheques. Accepted at an
ATM of debit location displaying the Interac(R), Cirrus(R) or
Maestro(R) logo, there are millions of locations worldwide
where this card can be used.
“In today’s competitive market, we realized the need to
provide value to new and existing customers and offer an
alternative for those employers who have unique payroll
needs” explains Alison Durtnall, Group Director of Marketing
and Creative Services. “The NEBS PAYweb.ca debit card
allows employees with unique needs, such as migrant workers
or summer students, an alternative to direct deposit”.
An added bonus to the NEBS PAYweb.ca debit card is that it
has a loyalty component. For every dollar spent using the
NEBS PAYweb.ca debit card, the user accumulates 3 loyalty
points. If the user is shopping at a TruCash retailer, they
will earn additional points. These points are convertible
to cash which makes this loyalty program a truly unique
program.
About NEBS PAYweb.ca NEBS PAYweb.ca has been serving
Canadian companies, large and small, since 1967. Convenient
and affordable, NEBS PAYweb.ca instills confidence that your
payroll is done accurately and on time – every time. With
individual support services available, NEBS PAYweb.ca has
taken the guesswork out of payroll as their team of payroll
experts keeps up-to-date on ever-changing government and tax
regulations.
About TruCa$h Headquartered in Mississauga, Ontario, DCR Strategies Inc., authorized user and licensee of TruCa$h, is a privately owned relationship marketing company which provides dynamic and cost-effective loyalty, stored value, payroll and gift card solutions for B2B and B2C applications.
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Canadians Slow Behind US But Personal Health and Team Productivity Programs Growing in Popularity
According to a recent worldwide survey by Watson Wyatt, less than one-quarter of Canadian multinationals have a strategy to improve the health and productivity of their workers. Despite the finding, personal awareness on the effects of stress on productivity, work engagement, and health is actually quite high amongst Canadians. The result: a fast expanding industry of stress-reduction services from yoga studios to systematized personal management programs.
In the United States, 65 percent of surveyed multinational companies have a strategy to counter ever rising health care costs. The Canadian figure drops to only 22 percent but the need is just as high.
A June 2005 poll by Ipsos-Reid found that 66 percent of 114 Canadian CEOs who participated in the survey reported that “stress, burnout or other physical and mental health issues” are having a negative impact on work force productivity – and the problem has escalated to the extent that they worry about their ability to pay future disability claims.
“We all talk about being stressed, time deprived and burned out. The demand for organizational wide employee wellness programs is evident, but many Canadian organizations are not recognizing the urgency. Employees are left to find their own solutions. This is one reason for the quick rise in popularity on personal stress and health management services such as yoga, fitness and spa facilities,” says Russell Hunter, National Director of Energy for Performance programs in Canada.
According to the Canadian spa industry association, in 2001, Canada had about 1,300 spas totaling approximately $610 million in revenues. Three years later, in 2004, the number of spas increased to 2,100 with revenues of $1.5 billion.
“What many Canadians lack is a systematized self management program for addressing physical, mental, and emotional needs on a daily basis. Tekara recognized the demand for this, and the current lack of professional, strategy-based programs, from dozens of coaching engagements with Canadian business leaders. This prompted us to begin offering Energy for Performance™ programs currently only being conducted in the US and tailoring them to the Canadian market,” Hunter also said.
With three quarters of Canadian multinationals lacking a health and productivity strategy, an estimated 20% of the payroll going towards dealing with stress-related problems in the future (Canadian Mental Health Association), there is no doubt that we will continue to see expanding markets and new product introductions in the stress reduction service sector.
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Janis Publications Launches
THE CROSSROADS OF CONFLICT: A Journey into the Heart of Dispute Resolution,
by Kenneth Cloke, distinguished mediator, arbitrator, consultant and trainer.
CALGARY - Janis Publications Inc. announces the book launch of THE CROSSROADS OF CONFLICT: A Journey into the Heart of Dispute Resolution.
Written by Kenneth Cloke of Santa Monica, California, this book reasons
that all conflicts are "crossroads" and catalysts for learning, evolution,
growth, and wisdom. It shows how to locate the root sources of conflict and
remove the barriers to reconciliation, collaboration, and community.
Author Kenneth Cloke, JD, LLM, PhD, is Director of the Center for Dispute
Resolution in Santa Monica, an internationally recognized speaker and leader
in the field of conflict resolution, and a consultant to hundreds of Fortune
500 companies. He has published two previous books along with numerous journal
articles, and has co-authored five books with prominent author and consultant
Joan Goldsmith.
THE CROSSROADS OF CONFLICT explores the many methods and practices for
resolving disputes, then through careful analysis of diverse approaches,
proposes common elements and understandings that lead to a unified theory for
resolving conflict while at the same time encouraging the development of
heart-based approaches.
"Ken Cloke's unified theory for resolving conflict is groundbreaking and
destined to become a cornerstone of the future of dispute resolution," said
Janis Magnuson, president of Janis Publications Inc., and a former Certified
Collaborative Family Lawyer and Registered Family Mediator. "The initial
reaction to THE CROSSROADS OF CONFLICT has been superb. We have received
excellent early reviews from William Ury, Erica Ariel Fox and Leonard L.
Riskin. Over a dozen additional book reviews are underway. We expect THE
CROSSROADS OF CONFLICT and Ken Cloke's unified theory to be well received by
everyone involved in mediation processes, arbitration, advanced learning and
dispute resolution."
Janis Publications Inc. is a Calgary based publisher focusing on topics promoting conflict prevention, conflict management and dispute resolution.
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The USA Conference Board Help-Wanted Online Data Series™ Increases in May
New Online Ads Are Up in All Nine U.S. Regions
USA - New online job ads increased in May to 2,354,500, according to The Conference Board Help-Wanted OnLine Data Series™. The May level was 91,800, or 4 percent above the previous month and followed a sharp decline in April.
Despite the increase, the number of new ads for online jobs in May was lower than in March, which was the month with the highest count since The Conference Board launched the Help-Wanted OnLine Data series in April 2005. In May, there were 1.57 online job ads per 100 persons in the U.S. labor force, compared with 1.51 in April 2006 and 1.60 in March. Over the year May 2005 to May 2006, new online job ads increased 17.4 percent, an increase that is consistent with the rise seen in other labor market indicators during the same period.
“May is typically a month with strong recruitment activity as students are graduating around the country. Therefore, it is somewhat surprising that the count for May was lower than in March,” said Gad Levanon, Economist at The Conference Board. “This might point to some continued slowing in hiring that is consistent with weak government measures of employment, hiring and vacancies in April and especially weak employment growth in May. Other labor market indicators, including employment related questions from our Consumer Confidence Index, are also providing signals of a weakening job market in recent months.”
The monthly figures reported in the Help-Wanted OnLine Data Series™ are the sum of the number of unduplicated new online job ads for each day of the calendar month. The series is a new series with data available monthly beginning in April 2005 and does not have sufficient history to allow for seasonal adjustments.
A Cross-Country Pickup
Increases in new online job ads were evident in all nine census regions in May compared to the April level. The largest increases for the month were in the Pacific region and the Middle Atlantic region (New Jersey, New York and Pennsylvania), up 7 percent and 6 percent respectively. The smallest increases were in the Mountain region (Arizona, Colorado, Idaho, New Mexico, Montana, Utah, Nevada, and Wyoming), and the South Atlantic region (Delaware, District of Columbia, Florida, Georgia, Maryland, North and South Carolina, Virginia, West Virginia), up 2 percent each. New England remains the region with the highest number of new online jobs per 100 persons (2.38), and the East South Central with the lowest (0.98).
Looking at May 2006 compared to May 2005, the number of new job ads was up in all census regions except for the East South Central region. The largest gains are concentrated in the west and southwestern parts of the country. The largest increase was in the West South Central region, up 40 percent over the year. This region includes Texas and Oklahoma as well as Louisiana where the job picture is impacted by last year’s severe hurricanes and increased rebuilding activity. Other areas with substantial year-over-year gains in online job ads were the Mountain and Pacific regions (24 percent and 26 percent, respectively).
In contrast, online job ads in the East South Central region (Alabama, Kentucky, Mississippi and Tennessee) declined by 5.2 percent between May 2005 and May 2006. Year-over-year increases that were well below the national average were reported for the Middle Atlantic region (New York, New Jersey and Pennsylvania), up 6.3 percent, and the East North Central region (Illinois, Indiana, Ohio, Michigan and Wisconsin), up 8.2 percent. “This OnLine Series is still very new and in a developmental stage, making the regional year-over-year changes something that should be interpreted with caution,” said Mr. Levanon.
San Diego Tops the Nation in New Online Job Ads
Adjusting job ads for the size of the local labor force, San Diego with 3.66 job ads per 100 persons in the labor force leads the way among the 52 metropolitan areas for which data is published separately. Other metropolitan areas with a large number of ads per 100 persons in the labor force were concentrated on the east and west coasts and include San Francisco (3.48) Seattle-Tacoma (3.58), Boston (3.50) and Washington D.C. (3.26). In May, the Detroit metropolitan area, with less than one online job ad per 100 persons in the labor force (0.83), had the lowest number of ads adjusted for the labor force.
ABOUT THE NEW ONLINE JOB SERIES
The Conference Board Help-Wanted Online Data Series™ measures the number of new, first-time online jobs posted on more than 1,200 major Internet job boards and smaller job boards that serve niche markets and smaller geographic areas.
Like The Conference Board’s long running Help-Wanted Advertising Index of print ads (which has been published since 1951), the new online series is not a direct measure of job vacancies. The level of ads in both print and online may change for reasons not related to overall job demand.
The Conference Board, as a standard practice with new data series, considers the estimates in The Conference Board Help-Wanted OnLine Data Series™ to be developmental. As a not-for-profit business research organization, The Conference Board is publishing the early months of this series for use by the media, analysts, researchers and the business community. Persons using this data are urged to review the information on the database and methodology available on our website and contact the economists listed at the top of this release with questions and comments. Background information and technical notes on this new series are available at: http://www.conference-board.org/economics/helpwantedOnline.cfm. The underlying data for this series is provided by Wanted Technologies, Inc. CareerBuilder, Inc. provides financial support for the series.
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CIOs anticipate increased technology hiring in third quarter
TORONTO - Chief information officers (CIOs) expect an uptick in information technology (IT) hiring in the third quarter of 2006, according to the Robert Half Technology IT Hiring Index and Skills Report. Fifteen per cent of executives polled plan to add IT staff in the next three months and 3 per cent anticipate cutbacks. The net 12 per cent hiring increase is up two percentage points from the previous quarter's forecast.
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 IT professionals on a project and full-time
basis.
Key Findings
------------
- Business growth is the primary motivation for adding IT staff,
according to executives surveyed.
- Windows administration (Server 2000/2003) is the hottest skill set
within IT departments.
- Executives in the professional services, business services and the
finance industry are most optimistic about hiring activity.
>>
"CIOs are continuing to implement new projects and expansion plans which
is driving the need for additional personnel," said Sandra Lavoy, a
vice-president with Robert Half Technology. "As a result, the market for
skilled candidates is becoming more competitive."
Lavoy added, "To combat this growing phenomenon, companies need to
implement a robust retention strategy and streamline their hiring processes to
secure talent quickly."
Thirty-nine per cent of CIOs who expect to hire new full-time IT
professionals said business growth is the primary factor driving the demand.
Thirty per cent of respondents attributed the need for more staff to increased
customer or end-user support.
Skills in Demand
----------------
>>
When asked which technical skill sets were needed most within their IT
departments,
87 per cent of CIOs reported demand for Microsoft Windows administration
(Server 2000/2003) expertise. Database management (Oracle, SQL Server, DB2)
was cited by 67 per cent of respondents, followed closely by network
administration (Cisco, Nortel, Novell) with 66 per cent of the response.
(Note: CIOs surveyed were allowed multiple responses.)
Industries Hiring
-----------------
Professional services, business services and the finance sector is expected to lead in hiring activity during the third quarter. Twenty-five per cent of CIOs in the professional services industry plan to add IT staff and only 4 per cent expect personnel cutbacks. CIOs in the business services industry also plan strong hiring activity. Eighteen per cent of technology executives plan to expand their IT departments and none anticipate staff reductions.
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Study: Changing patterns of women in the Canadian labour force 2005
The rising number of women in the labour force has been, for a long time, the primary source of increased labour supply for the Canadian economy. But, while the participation rates of women remain high, they have, however, declined in recent years, according to a new study published today in the Canadian Economic Observer.
Most of this slowdown has been concentrated in the Prairies and British Columbia, aggravating the shortage of labour in these areas. In the East, women continued to enter the labour force in growing numbers, especially in Quebec.
The increase in participation rates in the East appears associated with the greater use of day care and higher education levels in Quebec, lower birth rates in the Atlantic provinces, and also with age, types of jobs created and an overall lower proportion of immigrants in the East than in the West.
The most striking gap in the trend of participation rates between East and West is for women with children under the age of six. In Alberta, for instance, the participation rate of these women fell by a full percentage point in 2005 to 64.9%, three points lower than its peak in 1999, and 10 points below the rates in Quebec and Atlantic Canada.
If the participation rate of women with young children in Alberta and British Columbia had risen in tandem with Quebec, 30,000 more women would be in their labour forces in 2005. In Alberta's red hot labour market, this increase in the labour force would have boosted the employment rate for 15 to 64 year olds by a full percentage point. This is considerable given Alberta's unemployment rate.
In 1992, the Prairies ranked first in the participation rate of women with children less than six years of age, while Quebec was last. In 2005, Quebec came first and the Prairies last. British Columbia had the second lowest participation rate, while the Atlantic provinces had the second highest.
The Prairies have the highest birth rate in the country. In particular, Alberta women may have left the labour force to look after their children full time since it is the only province where the number of children aged 0 to 5 increased after 1999. But, while it had more infants, Alberta has the smallest share of children in day care.
Mothers in the labour force in Quebec multiplied rapidly after its $5 a day universal care system was introduced in 1997. Between 2001 and 2004, about 60% of all day care spaces added in Canada were in Quebec, which now has 43% of all children registered in day care. In 2003, the share of children in Quebec's day care almost doubled the national average.
Different education levels also affected the trends of women's labour force participation in Eastern and Western Canada. Quebec has pulled ahead in post-secondary education, while for young women in Alberta and British Columbia, post-secondary enrolment was lower than in the rest of the country.
The population's age structure as well had a considerable impact on participation rates. From 1999 to 2005, almost 80% of the women's labour force growth was accounted for by women aged 45 to 64. This group expanded by 721,000 from 1999 to 2005, with half 55 years old or over.
These trends were amplified in the West. On the Prairies, the women labour force 25 to 44 fell 25,000 after 1999, while 45 to 64 year olds increased 123,000. The women population aged 25 to 44 also fell markedly in British Columbia, while 45 to 64 year olds women increased 112,000. As well, British Columbia posted a sharp decrease in young women in the labour force. On the other side, Ontario and Quebec boosted the labour force for all age groups, even as the number of women aged 25 to 44 fell.
Differences in the type of jobs created may also help explain changes in the East and West participation rates. The resurgence of the Prairie and British Columbia's resource sectors has generated jobs in areas where women have less of a presence, notably mining, transportation and manufacturing. Between 1999 and 2005, blue-collar jobs held by men and white-collar jobs for women in British Columbia and the Prairies rose at a similar rate. In Quebec and the Atlantic provinces, white collar jobs for women grew three times faster than blue collar jobs held by men.
Participation rates for women in Quebec and the Atlantic provinces also were higher because they have fewer immigrants than the rest of the country (immigrants' participation rates are lower than for native-born women).
About 20% of women aged 25 to 44 were immigrants, ranging from 30% in Ontario and British Columbia to 17% in Alberta to around 10% in Quebec and Atlantic Canada. If the participation rates of immigrant women equalled the native born, almost 200,000 more women would be in the labour force.
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