The number of new unduplicated online job ads dipped in all nine census regions in February compared to the January level. The largest declines were in the East South Central (Alabama, Kentucky, Mississippi and Tennessee) and East North Central (Indiana, Illinois, Michigan, Ohio and Wisconsin) regions, down 9.1% and 8.9%, respectively. The smallest dip was 7.0% in the West South Central region which includes Arkansas, Louisiana, Oklahoma and Texas.

“Looking at individual metropolitan areas, there are some bright spots, especially on the west coast,” said Goldstein. In the first two months of 2006, San Jose, San Diego and Portland all posted new online ad volume that was above late summer/early fall levels. Going across the country, other metropolitan areas showing relative strength in January-February include Minneapolis-St. Paul and Denver. “In the West South Central region, in addition to New Orleans, Oklahoma City, Austin and Dallas may be showing some strength. However, on the east coast, Washington D.C. is the only metropolitan area where this year’s online ad volume hints at any strength compared to last summer’s levels,” Goldstein noted.

San Diego Tops the Nation in Online Job Ads

Adjusting jobs ads for the size of the local labor force, San Diego with 3.17 job ads per 100 persons in the labor force leads the way among the 52 metropolitan areas for which data is published, followed closely by Denver (3.04), and San Francisco (3.01). The lowest number of online job ads per 100 persons in the labor force in February was in Detroit (0.68), followed by Rochester, NY (0.87).

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.

TORONTO Leadership is the star of business books, programs and buzz. Management, on the other hand, has become a dirty word. Everywhere experts promote leadership. Pundits tell us we are all leaders and we must develop visionary leadership skills.

It's all very inspiring --- and according to Helen Wilkie, keynote speaker, consultant and creator of "The Manager's Journey", it's also misleading.

"Of course great leadership is desirable," says Wilkie, "but all this hype has created a bias against essential management skills. It seems nobody wants to be seen as a manager, because everyone is fixated on the perceived higher goal of leadership."

Wilkie claims typical comparisons between managers and leaders are invalid. Some suggest that while managers do planning and budgeting, leaders provide direction. "That's apples vs oranges," says Wilkie. "Certainly planning and budgeting are management functions. But an effective manager must also guide employees through the process of making the plans and budgets reality --- which makes providing direction a management function too."

Adds Wilkie, "It's another platitude that while managers follow rules and regulations, leaders question them. What nonsense! A manager is not a robot. If existing rules don't lead to the best outcome, the manager questions them -- - thinking is also a management function!"

Wilkie typically works with first-time managers who face a new world in which they are no longer the "doers", but instead must get the job done through others. It's hard for many to relinquish old comfort zones, and even harder when they are so busy trying to lead that they don't learn basic, universal management competencies.

"When you are a new driver," says Wilkie, "you focus on the tasks that keep the car moving safely through the traffic. Only after this becomes automatic can you enjoy the scenery. If you pay attention to the scenery before you're a competent driver, you'll land in the ditch." According to Wilkie, over-emphasis on leadership is sending many a new manager into the ditch.

Contractor Certification-An Industry First From Eagle! Eagle Certified Professional Contractor Program Sets Industry Standard for Code of Conduct and Professionalism

OTTAWA, ONTARIO- - Eagle is pleased to announce the release of the first IT Contractor Certification Program in the Canadian IT Staffing Industry. The Eagle Certified Professional IT Contractor Program recognizes and rewards excellence in the IT contractor profession.

IT contractors who have worked with Eagle will be eligible for the program which is designed to "raise the bar" for IT Contract Professionals. In order to be eligible an IT contractor needs to be technically excellent in their role, professional in their conduct and adhere to an industry benchmark Code of Conduct. Eligibility will be confirmed through job references, acceptance and adherence to the Code of Conduct and by Eagle's positive experience with the contractor.

There are many benefits to the IT contractor, including a valuable job reference, an industry certification, membership in an elite group and special status with Eagle. It is also expected that clients and other agencies will recognize the status accorded to recipients of the certification.

"We are excited about this program and pleased to be able to recognize the truly professional IT contractors who perform excellent work, year in and year out, in our industry." said Kevin Dee, Eagle's CEO. "Independent IT contractors bring a ton of value to the economy and this is a program that sets those great professionals apart. Adoption of the Code of Conduct itself will identify those contractors who believe in high ethical standards, a definite benefit to our end clients and the staffing industry as a whole."

Labour productivity, hourly compensation and unit labour cost - Fourth quarter and annual 2005

Labour productivity in the Canadian business sector rose for the first time in three years in 2005, and the nation's manufacturing sector played a considerable role in the recovery.

Overall productivity rose by 1.1% on average in the business sector, after a 0.4% decline in 2004 and a flat performance in 2003.

In the manufacturing sector alone, productivity surged 5.2% last year, a net acceleration from 3.8% in 2004. This solid performance stemmed in part from efforts by factories to downsize their work force, resulting in a marked 3.1% decline in hours worked last year.

The manufacturing sector, which is responsible for nearly 15% of jobs in Canadian businesses, boosted output without creating new jobs. Factory jobs have declined by about 120,000 since the end of 2002.

Labour productivity, as measured by real gross domestic product (GDP) for every hour worked, is a primary determinant of improvements to the standard of living in the long run. It is also the main source of economic growth.

Last year's gain in productivity was identical to the average in the previous five years. Productivity regained momentum in the wake of a slowdown in hours worked combined with steady growth in economic activity, a situation similar to 2002. In 2003 and 2004, however, output grew almost in tandem with hours worked, thereby cancelling any productivity gains.

On a quarterly basis, labour productivity in the business sector rose by 0.5% in the fourth quarter, continuing its recovery begun in the third quarter. After slow growth in the first two quarters of 2005, productivity recovered significantly in the second half of the year.

Canada's fourth-quarter growth surpassed that of the United States for the first time in almost five years. Fourth-quarter productivity among US businesses remains flat.

However, on an annual basis, productivity in the United States increased 2.7% on average in 2005, more than twice the average rate of growth in Canada.

Furthermore, the rise in the loonie compared to its US counterpart during 2005 resulted in a 9.9% increase in Canada's unit labour cost expressed in US dollars, compared to only 2.7% in the United States.

Manufacturing sector: Decline in hours worked while production rises

On a quarterly basis, the number of hours worked in the manufacturing sector fell for a sixth consecutive quarter, while production continued to rise, though more slowly than in the second and third quarters of 2004.

In 2005, the manufacturing sector encountered a number of challenges, including the strength of the loonie, higher energy costs and increasingly stronger competition from emerging economies.

The Canadian dollar rose 6.9% compared to its US counterpart last year. This increase came on the heels of gains of 7.1% in 2004 and 10.8% in 2003.

However, Canadian businesses took advantage of the latest rise in the loonie by investing in more efficient machinery and equipment. Spending in this area rose by 10.7% in 2005.

Canadian productivity ahead of the United States for the first time in almost five years

Labour productivity among American businesses was flat in the fourth quarter after a 1.3% surge in the previous three months. This was only the first time since the first quarter of 2001 that Canada's productivity growth surpassed that of the United States.

Canada (+0.3%) and the United States (+0.4%) posted a similar rate of growth in hours worked in the fourth quarter. However, the net deceleration in GDP south of the border resulted in zero growth in productivity in the United States, the first occurrence since the fourth quarter of 2003.

Real GDP among Canadian businesses grew by 0.7% during the last three months of 2005, slower than the 1.0% gain posted in the previous quarter. This stemmed from the partial slowdown in domestic demand due to the significant rise in imports.

Among American businesses, growth in GDP slowed considerably in the fourth quarter, rising only 0.4% compared to 1.2% in the third quarter. The last time US GDP recorded such a low pace was in the first quarter of 2003. The fourth-quarter slowdown in American output was due mainly to a decline in household spending.

Annual 2005: Gap in productivity between United States and Canada the smallest in five years

On an annual basis, productivity growth among American businesses increased at just over twice the pace that it did among Canadian businesses in 2005. However, the gap in growth between the two nations narrowed last year to only 1.6 percentage points, the lowest five years.

This was well below the gap of 3.9 percentage points in 2004 and 4.1 points in 2003. Last year's gap was the smallest since 2001 when it was only 1.4 percentage points.

Last year's average increase of 2.7% in labour productivity in the United States was slower than the 3.9% average growth posted during the acceleration in US productivity between 2002 and 2004. However, it was slightly superior to the annual average increase of 2.3% recorded between 1995 and 2001.

The difference in productivity growth between the two countries in 2005 is entirely attributed to the difference in GDP growth, since both countries experienced a comparable increase in hours worked.

Unit labour costs: Net acceleration in both Canada and the United States

Unit labour costs accelerated in both Canada and the United States in 2005. (Unit labour cost is the cost of worker compensation and benefits for every unit of economic output.)

In Canada, labour costs of businesses per unit of GDP rose 2.4%, more than double the 0.9% increase in 2004. In the United States, unit labour costs rose 2.7%, also double the 1.2% growth in 2004. These costs have accelerated gradually over the past four years for US businesses.

Last year's gains resulted from strong increases in hourly compensation. In Canada, hourly compensation surged by 3.5% last year, a much stronger increase than the 0.6% rise posted in 2004.

In contrast, the growth in hourly compensation paid to workers in the American business sector rose from 4.7% in 2004 to 5.4% in 2005.

Despite improved productivity, the strength of the Canadian dollar again pushed up unit labour costs in terms of American dollars last year. The rise in the loonie compared to its US counterpart during 2005, combined with rising wages in Canada, resulted in a 9.9% increase in Canada's unit labour costs expressed in US dollars, compared to only 2.7% in the United States.

TORONTO, ONTARIO-Country's Leading Commercial Real Estate Services Company Announces Changes to Leadership Team

Colliers International, one of Canada's leading commercial real estate firms, today announced the promotion of David Bowden to President of Canadian Business Operations. Mr. Bowden will be responsible for the execution of Colliers national business strategy and will work in conjunction with the leaders of Colliers other business lines.

As an executive with Colliers International for the past 10 years, Bowden has played an integral role in contributing to the success that Colliers has enjoyed in Canada. Bowden has held a number of senior positions within Colliers including leadership of the Corporate Services division and Professional Development group.

"We are delighted that David has agreed to lead Colliers' Canadian operations. He brings with him an exceptional level of knowledge and understanding of both client needs and regional nuances of the Canadian real estate market," said Richard Chichester, President of Colliers North American Operations. "The characteristics required for this position are quite unique, and I am confident that David possesses these leadership traits and is the right choice for the job. With his tremendous experience in the commercial real estate industry, and his overall dedication and passion for the company, I see only great success on the horizon for Colliers and our Canadian operations with David at the helm."

"I have been honoured with the opportunity to lead the number one commercial real estate company in the country," said Bowden. "Fundamentally, I like big challenges and I'm looking forward to meeting this one. We have a solid corporate strategy and now it is my responsibility to ensure that we execute and continue to succeed moving forward. Colliers has an exceptional reputation, and an extraordinary group of professionals dedicated to customer service".

In addition to announcing their new Canadian President, Colliers International also announced today that Scott Addison has been appointed Senior Vice President and Regional Managing Director of Colliers three Toronto offices.

"With over 14 years of experience with the Colliers team, Scott is the perfect choice to lead the process of further amalgamation and coordination of the Toronto offices," said Bowden.

"My goal over the coming months will be to develop a coordinated business plan that enables us to attain our aggressive growth strategy," said Scott Addison. "Today we are three offices, but moving forward our clients can expect a streamlined and dedicated team approach that further ensures the appropriate skill sets and expertise are applied to every project."

"We have been working towards expanding our customer service offering and continuing to bring top executive talent into the management structure of our operations," said Chichester. "Today's appointments are further proof that we are dedicated to improving our Canadian offering through strong, dedicated investment in our people."

- While Canadian men and women agree that workplace equality has improved in last 10 years, most don't believe true equality exists yet -

TORONTO, March 8 - Despite significant gains in the past 10 years, women executives around the world still face an uphill battle in workplace equality, a new study by Accenture (NYSE:ACN) shows.

The study, entitled "The Anatomy of the Glass Ceiling: Barriers to Women's Professional Advancement", is based on a survey of 1,200 male and female executives in eight countries in North America, Europe and Asia: the United States, Canada, Austria, Germany, Switzerland, United Kingdom, Australia and the Philippines.

Respondents were asked to score factors they felt influenced their career success across three "dimensions": individual (career planning, professional competence, assertiveness, etc.); company (supportive supervisors, transparent promotion processes, tailored training programs, etc.); and society (equal rights, government support of parental leave, etc.).

The differences between male and female respondents' answers were used to calculate the current "thickness" of the glass ceiling - a term coined in the 1980s to describe an unacknowledged barrier that prevents women and other minorities from achieving positions of power or responsibility in their professions.

In Canada, approximately two-thirds of both male and female executives (67 per cent of men and 64 per cent of women) believe that gender equality in the workplace has improved in the last 10 years. However, only one-third (32 per cent) of all Canadian executives surveyed believe that men and women have equal opportunities in the workplace, and one-third (34 per cent) of the female executives in Canada believe that their gender limits their career opportunities.

"Equality in the workplace is still a battle for many women," said Jodie Wallis, a senior executive in Accenture's Financial Services practice. "While there has been improvement, companies need to recognize the contributions women make to their organizations. The glass ceiling is starting to crack, but it has not been shattered."

For some women executives the glass ceiling is believed to be more of a societal obstacle than an individual barrier. Women executives in the United States and the United Kingdom, for instance, are very confident of their own business capabilities (the "individual" dimension) and are more likely to believe that the greatest barriers to their success come not from their own capabilities or even from their own companies' cultures (the "company" dimension), but from society at large (the "society" dimension). On the other end of the spectrum, women executives in Canada and the Philippines believe that societal issues are less of a barrier to achieving career success and that corporate cultures are more to blame for the glass ceiling.

Canadian organizations have room for improvement when it comes to supporting equal opportunity in the workplace. Only 28 per cent of Canadian women said that their companies have formal mentoring programs for women. In addition, less than half (45 per cent) of Canadian women see promotion processes as transparent, compared with 52 per cent of Canadian men.

"Building and retaining a diverse workforce is a tremendous asset to any Canadian firm," said Wallis. "At Accenture, we have found that creating an environment where mentoring, networking and sponsorship thrive advances women and the company."

When asked to rate factors related to career development, 80 per cent of Canadian women chose assertiveness as a career-advancing factor. Other factors to influence career development for Canadian women were personal ambition (78 percent), internal networking (69 percent) and willingness to relocate (59 percent).

"The study reminds us that while there has been progress in shattering the glass ceiling over the past 20 years, organizations - and societies - need to realize how important it is to capitalize and build upon the skills of women," said Kedrick D. Adkins, Accenture's chief diversity officer. "Creating a business culture that supports innovation, growth and prosperity requires people with diverse talents, and organizations need to ensure that they value all styles of leadership and work. In other words, global inclusion is the key to the long-term success of companies."

The study was conducted as part of Accenture's observance of International Women's Day today, which the company is marking through a series of coordinated activities in 20 cities throughout the world focused on women in business. Accenture expects more than 3,000 of its people to join clients, business leaders and academics in such activities as leadership development sessions, career workshops and networking events including one in Toronto.

Women are playing stronger roles in the workplace and their profile is rising in many professional fields, according to a new assessment on the evolving status of women in Canadian society.

However, the report still shows substantial gaps between the sexes in many key areas.

The average earnings of employed women are still substantially lower than those of men, women make up a disproportionate share of the population with low incomes and women are much more likely than men to work part time.

On the other hand, one of their real success stories has been the dramatic gain in the proportion of women with a university degree. Women are still slightly less likely than men to have a university degree. But the gap is much narrower than in the past.

The current situation for women is assessed in the fifth edition of the compendium Women in Canada: A Gender-based Statistical Report, available today. This 300-page report provides a statistical overview of their demographic characteristics, family arrangements, health, education, employment and unpaid work activity, income, housing, and criminal victimization.

It also includes separate sections describing the situations of immigrant women, women in the visible minority community, Aboriginal women, senior women and women with disabilities.

The report found that the increased participation of women in the paid work force has been one of the most significant social trends in Canada in the past quarter century.

In 2004, 58% of all women aged 15 and over were part of the paid work force, up from 42% in 1976. In contrast, the proportion of men who were employed fell during this period from 73% to 68%.

As a result, women accounted for 47% of the employed work force in 2004, up from 37% in 1976.

The report also showed that women have somewhat higher literacy skills, on average, than the male population; the proportion of women living with their spouse has declined in the past two decades; more women are living alone; and women make up the majority of the Canadian population with disabilities.

Higher profile in many professional fields

Women have increased their representation in several professional fields in recent years. Indeed, women currently make up over half those employed in both diagnostic and treatment positions in medicine, related health professions and in business and financial professional positions.

There has also been a long-term increase in the share of women employed in managerial positions. In 2004, 37% of all those employed in managerial positions were women, up from 30% in 1987.

However, all this growth occurred in the early part of this period. The share of management positions accounted for by women actually dipped slightly between 1996 and 2004.

As well, among managers, women tend to be better represented in lower-level positions as opposed to those at more senior levels. Women also remain very much a minority among professionals employed in the natural sciences, engineering and mathematics.

The report also found dramatic increases in the employment levels of women with very young children. By 2004, 65% of all women with children under the age of three were employed, more than double the proportion in 1976. Similarly, 70% of women whose youngest child was aged three to five worked for pay in 2004, up from 37% in 1976.

In addition, the share of female lone parents with jobs has risen dramatically over the last three decades. In 2004, 68% of female lone parents were employed, whereas the figure was below 50% in 1976.

Women are also much more likely than their male counterparts to work part time. In 2004, 27% of the total female work force were part-time employees, more than double the proportion of just 11% among employed men. Women currently account for about 70% of all part-time employees, a figure which has not changed appreciably since the mid-1970s.

The majority of employed women continue to work in occupations in which women have traditionally been concentrated. In 2004, two-thirds of all employed women were working in teaching, nursing and related health occupations, clerical or other administrative positions, and sales and service occupations.

In fact, there has been virtually no change in the proportion of women employed in these traditionally female-dominated occupations over the past decade.

Women's earnings still substantially lower

The average earnings of employed women are still substantially lower than those of men, even when they are employed on a full-time basis.

In 2003, women working on a full-time, full-year basis had average earnings of $36,500, or 71% what their male counterparts made.

As well, the gap between the earnings of women and men has not changed substantially in the past decade.

Women make up a disproportionate share of the population in Canada with low incomes as measured by Statistics Canada's low income cut-off (LICO) on an after-tax basis. Unattached women are particularly likely to have low incomes.

In 2003, 31% of unattached women aged 16 and over lived in low income. Seniors are the least likely unattached women to have low incomes. Indeed, the incidence of low income among unattached senior women has dropped sharply since the early 1980s.

Families headed by female lone parents also have relatively high rates of low income. In 2003, 38% of all families headed by lone-parent mothers had incomes which fell below the after-tax LICO. In comparison, this was the case for 13% of male lone-parent families and just 7% of non-elderly two-parent families with children.

However, the incidence of low income among lone-parent families headed by women has declined somewhat since the early 1980s when the figure hovered around 50%.

As a result, lone-parent families headed by women continue to be home to a disproportionate share of all children living in a low-income situation.

In 2003, 43% of all children in a low-income family were living with a single female parent, whereas these families accounted for only 13% of all children aged 17 and under.

One in seven women is a visible minority

More than two million women, or 14% of the total female population, are members of a visible minority. They are centered largely in Toronto and Vancouver.

More than one-quarter (26%) of women who reported that they were in a visible minority were Chinese, while 22% were South Asian and 17% were Black, according to the 2001 Census.

Three out of every four women who were members of a visible minority lived in either Ontario or British Columbia. Women in a visible minority made up 22% of the overall female population of British Columbia, and 19% in Ontario.

The female visible minority population is relatively well educated. In 2001, 21% of visible minority woman aged 15 or older had a university degree, compared with 14% of other women.

But while visible minority women are better educated on average than other Canadian women, they are somewhat less likely to be employed. In addition, visible minority women generally earn less at their jobs than do other women.

A million reasons to march in the 2006 IWD Toronto March & Rally - a million reasons to celebrate all the women in our lives - a million reasons to honour the women who came before us and inspire us today - a million reasons to reflect on the struggles still facing women - a million reasons to urge Torontonians that together, we can end the ills that persist and permeate our world, our city, our neighbourhoods, our lives - a million reasons to come together in a sea of solidarity for the largest IWD March & Rally in Canada.

"We march to stop the violence that we see all around us, the atrocities we call war, the injustice and global inequality women continue to face - poverty and lack of opportunity and unfair wages," states Carolyn Egan, IWD March & Rally organizer, woman's advocate and President of the United Steelworkers of America Local 8300.

"Women, children and men from all walks of life will brave the cold to join the march, and tell the world that more needs to be done; we cannot sit idly by and do nothing," says Ayesha Adhami, from the Immigrant Women's Health Centre. Jenny Ahn, President, Canadian Auto Workers Local 40, adds, "And so we march every year to raise awareness and to encourage everyone to be proactive. We can create positive change by working together."

Hundreds of Toronto women's groups, anti-violence and peace advocates, anti-poverty NGOs, labour unions, CKLN Radio will all be marching. Organized by "Working Women Working with Immigrant Women" and its allies who come together every year in the IWD Toronto Committee, the 28th Annual IWD Toronto March & Rally day's events are free to attend and include:

11:00 AM - Rally, Speakers & Performances - OISE Auditorium, 252 Bloor St. W, Toronto

1:00 PM - 2006 IWD Toronto March - starting outside OISE, 252 Bloor St. W. (St. George subway station), west along Bloor, south on Yonge, circling Gerrard & Elm St, and finishing at the Ryerson Student Centre (Ryerson University, 55 Gould St.)

1:30 to 4:30 PM - IWD Fair - Ryerson Student Centre, Ryerson University, 55 Gould St, Toronto.

Visit us online at www.iwdtoronto.com for the March Route Map, speaker & performer bios, Fair Exhibitors, Workshop Presenters, and other IWD Toronto 2006 Events & Celebrations.

TORONTO - They may have reached the top finance spot in the organization, but chief financial officers (CFOs) know what would make them step down from their posts, according to a new survey. Forty-five per cent of financial executives polled said the most likely reason they would resign is for a better offer, followed by failure to see eye to eye with CEO or board at 15 per cent. Twenty-two per cent of CFOs said the average tenure of a company's top financial executive is 11 to 15 years.

The survey was developed by Robert Half Management Resources, the world's premier provider of senior-level accounting and finance professionals to supplement companies' project and interim staffing needs. It was conducted by an independent research firm and includes responses from 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 would be the most likely reason a CFO would choose to leave his or her position?" Their responses:

Better offer by another company..................... 45%
Failure to see eye to eye with CEO or board......... 15%
Lack of challenge................................... 13%
Opportunity to start own business................... 9%
Retirement.......................................... 7%
Pressure to meet regulatory requirements and compliance deadlines........................... 5%
Opportunity to pursue a consulting career........... 5%
Don't know/no answer................................ 1%
------
100%

CFOs also were asked, "In today's business environment, what do you think is the average tenure for someone appointed CFO at a company?"
1 to 2 years........................................ 0%
3 to 4 years........................................ 7%
5 to 6 years........................................ 18%
7 to 8 years........................................ 9%
9 to 10 years....................................... 19%
11 to 15 years...................................... 22%
16 to 20 years...................................... 3%
21 or more years.................................... 2%
Don't know/no answer................................ 20%

------ 100%
"For financial executives seeking a career move, the prospect of a new opportunity can be enticing but it requires careful consideration," said Paul McDonald, executive director of Robert Half Management Resources. "CFOs should weigh all factors before accepting another position, including job responsibilities, performance expectations, fit with the company's culture and management team, and compensation."

"We see progress, but additional, sustained commitments from government and public partners are required"

MONTREAL - The Community Health and Social Services Network (CHSSN), a community organization aiming to improve access to health and social services in English for Quebec's English-speaking communities, released today the results of a major survey on the state of access in English to health and social services in the province. The survey reveals wide differences in access to services between the regions in Quebec, as well as on the Island of Montreal.

The survey of 3,129 English-speaking Quebecers and 1,002 Francophones in all regions of Quebec measured their general satisfaction with access in their region, their satisfaction with specific types of services (CLSC, hospital emergency, doctor in clinic, etc.), as well as the frequency of use of these services.

"While comparison with previous surveys indicates some progress over the years, there's still a long way to go to ensure English-speaking Quebecers in all regions are able to receive services in their language", concludes Jennifer Johnson, Executive Director of the CHSSN.

"We need sustained commitments from government and public partners to make a real difference in our communities over the long-term," adds Johnson In the western part of Montreal, 55% of English-speakers surveyed said they were generally satisfied with access, while only 39% felt the same way in Montreal's east end. Lanaudière's English-speakers were among the least satisfied (21%). Only 37% of English-speakers in Estrie, 43% in Outaouais and 34% in Laval felt positively about their ability to obtain the health and social services they need in the language of their choice.

The survey also found that, overall, English-speaking Quebecers use certain health services less than Francophones. For example, Info-Santé health information phone-in service is an example: 41% of Francophones aged 25-44 have used Info-Santé compared to 26% of Anglophones of the same age group. The survey was conducted by CROP on behalf of the CHSSN between May and June 2005. For a complete summary of the findings and the full report, visit www.chssn.org.

Author
Wendy Pyper is with the Labour and Household Surveys Analysis Division. She can be reached at (613) 951-0381 or perspectives@statcan.ca.

Author
Cara Williams is with the Labour and Household Surveys Analysis Division. She can be reached at (613) 951-6972 or perspectives@statcan.ca.

Study: Aging, health and work - 2003

The people in Canada's labour force who were within 10 years of retirement in 2003 were generally in good or excellent physical and mental health, according to a new study.

However, nearly half a million (19%) individuals aged between 50 and 69 had already left the labour force because of health-related reasons. Their loss is important because of rising concerns over a labour shortage in coming years as the baby-boom generation nears retirement and the growth in Canada's population slows. In 2002, 20% of workers were within 10 years of the median retirement age, double the proportion 15 years earlier.

This study used data from the 2003 Canadian Community Health Survey to examine the severity of the health issues faced by these individuals.

The study showed that the issue worsens with age. For every 100 working men aged 50 to 54 in 2003, only 6 were not working because of ill health. By the age of 65 to 69, this ratio had tripled to 19.

Among women, the ratio was substantially higher, and the increase by age larger. For every 100 working women aged 50 to 54, 10 were not working for health reasons. By the age of 65 to 69, this had risen nearly four-fold.

The study found that individuals who were not working because of ill health rated their physical and mental health as fair to poor. Chronic conditions such as arthritis and rheumatism, high blood pressure and back problems were common concerns.

Of those not working for health reasons, 7 in 10 older men and 9 in 10 women suffered from three or more chronic conditions. These rates were much higher than in the working population.

Mobility was a key concern. Half of women aged 50 to 54 who were not working for health reasons had mobility problems, which could impair their access to the workplace.

In addition, the impact of pain was clearly a concern. For example, only 25% of men aged 50 to 54 who were not working because of ill health were free of pain, compared with 87% of working men in this age group. Almost all of those not working who experienced pain reported moderate to severe levels.

Various risk factors were also associated with not working for health reasons. Among men aged 50 to 54, 42% of those not working for health reasons smoked, compared with only 26% of those working. Unhealthy weight was a similar factor.

Definitions, data sources and methods: survey numbers, including related surveys, 3226 and 3251.

The top 10 jobs that employers are having difficulty filling across the 23 countries and territories surveyed are (ranked in order):

1. Sales Representatives
2. Engineers
3. Technicians (primarily production/operations, engineering and maintenance)
4. Production Operators
5. Skilled Manual Trades (primarily carpenters, welders and plumbers)
6. IT Staff (primarily programmers/developers)
7. Administrative Assistants/Personal Assistants
8. Drivers
9. Accountants
10. Management/Executives

"Across North America and Asia, the top three talent shortages are identical - sales representatives rank number one, followed by engineers and technicians," said Joerres. "Employers are telling us that they are not just looking for bodies to fill sales jobs, they want experienced sales people who know their respective industries and can drive revenues.

"As employers compete for talent in these hot job categories, we will see salaries and compensation escalate. Anyone who is currently searching for a new job or a different career path should seriously consider the results of this survey, and set their sights on getting the education and training required to pursue one of these promising career paths," Joerres advised.

Today's survey announcement coincides with the publication of a new Manpower White Paper, "Confronting the Coming Talent Crunch: What's Next?" The white paper highlights the growing talent shortages around the world and what businesses, government and individuals should be doing to adapt their human resource strategies. Whitepaper available here

Joerres added, "In 10 years, we will see many businesses failing because they haven't planned ahead for the talent shortage and are unable to find the people they need to run their businesses. This is not a cyclical trend, as we have seen in the past, this time the talent crunch is for real, and it's going to last for decades."