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Canadians Call for Clearer Guidelines at Work to Control Personal Use of Email and Internet
More Than Half Say Better Rules Will Help Productivity; One in Three Say Employers Should Monitor Employees
TORONTO - Canadians believe too much time is being wasted on personal email and Internet use at work, with more than half calling for clearer guidelines and one in three actually saying employers should monitor such activity, according to a new Monster.ca poll.
The online poll, in which 3,457 Canadians participated, asked if
employers should be allowed to monitor staff use of email and the Internet in
order to improve productivity.
More than half, 57%, said no to monitoring employees but agreed that
employers should provide "clearer guidelines" that would serve to maintain
both productivity and trust in the workplace.
Perhaps surprisingly, nearly one in three people responding to the poll
(29%) said yes to the idea of employers monitoring email and Internet use,
agreeing that "people spend an excessive amount of time on personal email and
surfing the Internet."
The remaining 14% said "never" to the idea of their employer monitoring
email and Internet use, calling it "an invasion of privacy that shows a lack
of trust."
"Canadians seem to be providing an honest assessment of what is happening
on the job and it makes sense for employers to listen and to consider what can
be done to strike the right balance between respecting employee privacy and
keeping productivity up amid email and Internet use by staff," said Gabriel
Bouchard, Monster Canada's vice-president and general manager. "A workplace
built on trust and transparency will be far more productive than one where the
boss monitors every conversation, move or mouse-click."
Studies show that more than half of employers admit to monitoring
workers' email and Internet usage for one reason or another. Bouchard noted
that the law takes the point of view of employers and gives them the right to
do so but going that far does little to build trust or improve morale on the
job.
"Not all companies believe in workplace monitoring and recent studies
have shown that many bosses actually oppose monitoring of employee Internet
and email use because it reduces trust in the workplace," Bouchard said.
For workers who are working in a "deprivatized" workplace, Bouchard cites
the following steps to protect their privacy at work:
-- Use your own cell phone for private calls;
-- "Launder" your email and don't post anything you wouldn't want your
boss to read;
-- Your Internet path can always be monitored so save the games and racy
sites for home;
-- Keep blank note cards in your desk and write messages to people when
you have something private to say.
To find out more about online privacy and related issues in the
workplace, visit Monster.ca for these and other articles: Privacy at Work; Big
Brother is Watching you Cyberlollygag; and Work Blogger, Beware.
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2006 Census: Immigration, citizenship, language, mobility and migration
Statistics Canada released detailed analyses of data from the 2006 Census on immigration and citizenship, as well as the composition of Canada's language groups.
Immigration and citizenship
Proportion of foreign-born highest in 75 years
The 2006 Census enumerated 6,186,950 foreign-born people in Canada. They accounted for virtually one in five (19.8%) of the total population, the highest proportion in 75 years.
Between 2001 and 2006, Canada's foreign-born population increased by 13.6%. This was four times higher than the growth rate of 3.3% for the Canadian-born population during the same period.
The census estimated that 1,110,000 immigrants came to Canada between January 1, 2001 and May 16, 2006. These newcomers made up 17.9% of the total foreign-born population, or 3.6% of Canada's total population of 31.2 million.
Recent immigrants born in Asia (including the Middle East) made up the largest proportion (58.3%) of newcomers to Canada. This was virtually unchanged from 59.4% in 2001. In contrast, in 1971, only 12.1% of recent immigrants for this period were born in Asia.
Newcomers born in Europe made up the second largest group (16.1%) of recent immigrants. Europe used to be the main source region of immigrants. In 1971, they accounted for 61.6% of newcomers to Canada.
In addition, an estimated 10.8% of recent immigrants were born in Central and South America and the Caribbean, up slightly from 8.9% in 2001. Another 10.6% of newcomers to Canada in 2006 were born in Africa, also up slightly from 8.3% in 2001.
A majority (70.2%) of the foreign-born population in 2006 reported a mother tongue other than English or French. (Mother tongue is defined as the first language learned at home in childhood and still understood by the individual at the time of the census.) Among the foreign-born who had a non-English, non-French mother tongue, the largest proportion reported Chinese languages (18.6%), followed by Italian (6.6%), Punjabi (5.9%), Spanish (5.8%), German (5.4%), Tagalog (4.8%) and Arabic (4.7%).
The Toronto, Montreal and Vancouver census metropolitan areas (CMAs) were home to 68.9% of the recent immigrants in 2006. In contrast, slightly more than one-quarter (27.1%) of Canada's total population lived in these three CMAs.
Between 2001 and 2006, higher proportions of recent immigrants chose to settle in smaller CMAs. Fully 16.6% of newcomers in 2006 settled in the CMAs of Calgary, OttawaGatineau, Edmonton, Winnipeg, Hamilton and London. In 2001, by comparison, 14.3% of newcomers lived in these CMAs.
In 2006, 5.2% of newcomers chose to live in Calgary, 3.2% chose OttawaGatineau, 2.9% chose Edmonton and 2.2% chose Winnipeg.
Within the Toronto, Montreal and Vancouver CMAs, newcomers tended to live in the central municipalities, but an increasing share of newcomers chose the surrounding municipalities.
In the Toronto CMA, 59.8% of its newcomers resided in the city of Toronto. Its surrounding municipalities, such as Mississauga, Brampton and Vaughan, had an increased share of newcomers; 28.8% of recent immigrants in 2006 lived in these surrounding municipalities, up from 21.4% in 2001.
In the Montreal CMA, a majority of newcomers (76.3%) lived in the city of Montreal. Its surrounding municipalities, such as Laval, Longueuil, Brossard, Dollard-des-Ormeaux and Côte-Saint-Luc, saw an increased share of new immigrants; 15.0% of newcomers in 2006 lived in these surrounding municipalities, up from 11.2% in 2001.
In the Vancouver CMA, nearly three-quarters (74.7%) of recent immigrants lived in just four municipalities: the cities of Vancouver, Richmond, Burnaby and Surrey.
The majority (85.1%) of the foreign-born who were eligible for Canadian citizenship in 2006 had become naturalized. The census enumerated 863,100 individuals, or 2.8% of the population, who reported a Canadian citizenship in addition to at least one other citizenship. Four out of every five of these individuals were foreign-born.
Language
For the first time, one Canadian in five was allophone
For the first time, allophones, that is, people whose mother tongue is neither English nor French, represented fully one-fifth of the population of Canada, according to the census. These include Aboriginal languages, which will be featured in the 2006 analytical document on Aboriginal Peoples that will be released on January 15, 2008.
Anglophonesthose people who reported English as their mother tonguestill accounted for the majority of Canadians. Although their numbers rose, their share of the population declined. The same was true of francophones, or people who reported French as their mother tongue.
In 2006, allophones represented 20.1% of the population, up from 18.0% in 2001. The proportion of francophones decreased from 22.9% to 22.1%, while the proportion of anglophones in 2006 was 57.8%, down from 59.1% in 2001.
The increase in the share of allophones is mainly related to the number of immigrants who arrived in Canada between 2001 and 2006. During this period, an estimated 1,110,000 newcomers settled here, and four out of five of them were allophone.
In total, the census enumerated 6,293,110 allophones, an increase of 18.0%, or 958,265, from 2001. This increase was three times the growth rate of 5.4% for the population as a whole between 2001 and 2006, and well above the 12.5% gain in allophones during the previous five-year period.
At the same time, the census counted 18,056,000 anglophones, up 3.0%, and 6,892,000 francophones, an increase of only 1.6%. Both increases were slightly higher than the growth rates registered during the previous five years.
Canadians reported more than 200 languages in completing the census question on mother tongue. These include languages long associated with immigration to Canada, such as German, Italian, Ukrainian, Dutch and Polish.
However, between 2001 and 2006, language groups from Asia and the Middle East recorded the largest gains. These language groups include the Chinese languages, Punjabi, Arabic, Urdu, Tagalog and Tamil.
The 2006 Census reaffirmed the position of the Chinese languages as Canada's third most common mother tongue group, behind English and French.
For the first time, more than 1 million peoplean estimated 1,034,000reported one of the Chinese languages as their mother tongue. This was an increase of 18.5%, or 162,000, from 2001. In 2006, they accounted for 3.3% of the total population of Canada, up from 2.9% five years earlier.
Italian remained in fourth place, although its numbers declined, and German fifth. Punjabi solidified its hold on sixth, with a strong 34.4% increase. These were followed by Spanish, Arabic, Tagalog and Portuguese.
The census showed that 9 out of 10 people speak English or French most often at home. Other languages are not spoken at home as often as they are reported as mother tongues.
Just over one-fifth (21.4%) of the population spoke French most often at home at the time of the census, down from 22.0% in 2001. Two-thirds (66.7%) of the population spoke English most often at home in 2006, down from 67.5% in 2001.
Only 11.9% of the population spoke a non-official language most often at home. However, this was up from 10.4% in 2001, mainly the result of the increase in immigration.
In Quebec, 81.8% of the population spoke French most often at home, a decrease from 83.1% in 2001. About 10.6% spoke English most often at home, virtually unchanged from 2001. The remaining 7.6% spoke a language other than English or French most often at home, an increase from 6.5% in 2001. Again, this was mainly the result of immigration.
Mobility and migration
Statistics Canada makes available today several tables containing 2006 Census data on mobility and migration. These tables provide an overview of mobility in Canada between 2001 and 2006 by age, sex, marital status and mother tongue.
A short analysis on mobility and migration can be found in the analytical document The Evolving Linguistic Portrait, 2006 Census, released today. This analysis focuses on, among other things, interprovincial mobility of the main language groups (i.e., anglophones, francophones and allophones).
An in-depth analysis on mobility and migration in Canada will be part of a report to be released in June 2008 in the publication Report on the Demographic Situation in Canada (Catalogue no. 91-209-XWE). This analysis will take into account socio-economic variables such as occupation, education and income. These census variables, to be released in the coming months, will shed significant additional light on the nature of mobility in Canada.
Users interested in the most recent trends in interprovincial migration can refer to the last release of the population estimates, available in The Daily of September 27, 2007 or in Quarterly Demographic Estimates (Catalogue no. 91-002) available from the Publications module of our website.
For more information or to enquire about the concepts, methods, or data quality of this release, contact Client Services (toll-free 1-866-767-5611; 613-951-2320; fax: 613-951-2307; demography@statcan.ca), Demography Division.
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SHAUGHNESSEY HOWELL EARNS 6TH GOLD MEDAL AWARD, UNPRECEDENTED IN CANADIAN TRAINING INDUSTRY
Waterloo - ShaughnessyHowell Inc. has done it again! The Waterloo-based training and consulting firm is one of the leading training companies in Canada, earning its 6th gold medal award from The Canadian Society for Training & Development (CSTD). This win is unprecedented, bringing ShaughnessyHowell’s wins to more than double any other Canadian company in the past decade.
Known as CATE’s (Canadian Award for Training Excellence), the awards recognize companies that have developed, produced and delivered original and innovative products in the training and development field.
The winning program, Mission Critical Leadership, is based on mission critical leadership concepts of expert, Angela Mondou, author of Hit the Ground Leading! It combines best-in-class leadership principles with stimulating practice-missions. All CATE entries are judged on originality, training design, evaluation strategy, packaging, communication style and value.
“It is such a thrill to commemorate our 18th year in business with another win” says Partner Marion Thomson Howell. “As Learning and Development experts, we have had the advantage of marrying what we know about how employees learn with the challenges our diverse group of clients face as they execute their organizational strategies.”
CSTD is a Toronto-based not-for-profit organization dedicated to training and human resources development. It was established in 1946 and has more than 1,500 member companies on its roster.
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CFOs report on first-quarter 2008 financial hiring outlook
TORONTO - Five per cent of chief financial officers (CFOs) plan to add accounting and finance staff during the first quarter of 2008 and 5 per cent anticipate personnel reductions, according to the Robert Half International Financial Hiring Index. The majority of respondents, 80 per cent, foresee no change in hiring activity.
Forty-five per cent of CFOs who expect hiring increases cited rising
workloads as the primary reason, while 26 per cent attributed the demand to
anticipated business expansion.
The report is based on interviews with more than 270 CFOs from a
stratified random sample of Canadian companies with 20 or more employees. It
was conducted by an independent research firm and developed by Robert Half
International, the world's first and largest staffing services firm
specializing in accounting and finance.
"The heightened competition for skilled finance and accounting
professionals has led many employers to re-evaluate their hiring processes to
ensure they are able to source and recruit top candidates quickly," said David
King, executive vice-president with Robert Half International. "Many companies
are enhancing salaries in response to the increased demand for talent,
especially for payroll professionals, internal auditors and public
accountants."
Accounting and Financial Hiring - By Industry
Among all industries, executives in the finance, insurance and real
estate sector are most optimistic about hiring. A net 7 per cent of CFOs from
the finance, insurance and real estate sector expect to hire additional staff
in the first quarter.
Above-average hiring activity is also expected in the professional
services industry; 6 per cent of executives said they plan to hire additional
personnel, while none foresee staff reductions.
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CIOs anticipate strong hiring activity in first quarter
TORONTO - Nineteen per cent of chief information officers (CIOs) plan to add information technology (IT) staff and 6 per cent anticipate personnel reductions in the first quarter of 2008, according to the latest IT Hiring Index and Skills Report. The net 13 per cent hiring increase compares with a net 8 per cent increase projected last quarter. The majority of respondents, 68 per cent, foresee no change in their staffing activity in the next three months.
The Hiring Index and Skills Report is based on interviews with 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
- Windows administration (Server 2000/2003) skills are in greatest
demand in IT departments.
- Help desk/end user support is the hottest job category.
- Business services firms lead all industries in hiring expectations.
"Information technology professionals at all levels are needed to support
ongoing business expansion," said Sandra Lavoy, a vice-president with Robert
Half Technology. "Many companies are increasing compensation and revisiting
recruitment and retention practices to ensure they are able to attract and
retain the skilled IT professionals they need."
Fifty-three per cent of CIOs polled said business growth is the leading
reason for expanding their IT departments. Increased need for customer and/or
end-user support (16 per cent) and systems upgrades (15 per cent) were also
cited as leading factors.
When asked in the same survey to forecast IT staffing needs for all of
2008, CIOs were optimistic. Eighty-nine per cent indicated they plan to
increase staff size or maintain current headcount. Only 3 per cent indicated
plans to decrease staff size and 8 per cent were undecided.
Skills in Demand
Windows administration is the most sought after technical skill set in IT
departments, according to 83 per cent of CIOs polled. Firewall administration
was cited by 66 per cent of respondents, followed by database management
(Oracle, SQL Server, DB2) at 60 per cent and Network administration (Cisco,
Nortel) at 58 per cent.
(Note: CIOs surveyed were allowed multiple responses.)
Help desk/end-user support was rated the job category to experience the
most growth in the first quarter of 2008 by 24 per cent of executives polled.
This was followed by project management at 14 per cent and networking at
12?per?cent.
Industries Hiring
Technology executives in the business services sector are most optimistic
about hiring in the first three months of the year. Thirty per cent of CIOs
plan to add IT staff, while none foresee personnel cutbacks.
Notable hiring gains are also forecast in the finance, insurance and real
estate industry, where executives anticipate a net 25 per cent increase. CIOs
in the retail sector expect a net 22 per cent increase, followed by the
transportation industry at 18 per cent.
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Participation and Activity Limitation Survey - 2006
An estimated 4.4 million Canadiansone out of every seven in the populationreported having a disability in 2006, an increase of over three-quarters of a million people in five years, according to a new report.
The report was based on data from the Participation and Activity Limitation Survey (PALS). Data showed that the number of people who reported a disability increased 21.2% from 3.6 million in 2001, the last time the survey was conducted.
In 2001, 12.4% of the population reported a disability. By 2006, this rate had increased to 14.3%.
The report suggested that one factor in the increase was the aging of the population, but that this played only a partial role. Another factor may have been increased social acceptance of the reporting of disabilities.
The disabilities were reported by the respondents themselves to interviewers. The report suggested that perceptions of disability have changed significantly as society has evolved, and that respondents may be more willing to report them.
Learning disabilities underwent a large increase between 2001 and 2006, not just for children but for adults as well. Among children aged 5 to 14, learning disabilities joined chronic conditions as the most common form of disability.
Problems related to pain, mobility and agility affected the largest number of adults. Nearly 3 million adults aged 15 and over, or 11% of this age group, reported one of these limitations.
For working-age Canadians (i.e., those aged 15 to 64), pain was the most common form of disability, followed closely by mobility and agility limitations. For seniors aged 65 and over, mobility limitations were the most common.
Just over one-third of adults who reported limitations (35.4%) experienced disabilities with mild limitations, while about one-quarter (24.8%) had moderate limitations and 39.8% had severe to very severe limitations. These proportions were roughly the same among school-aged children aged 5 to 14.
Note to readers
This article is the first in a series of data releases from the Participation and Activity Limitation Survey (PALS). It contains survey results on the prevalence, type and severity of disability by age and sex. Further releases on topics such as care received by persons with disabilities, the impact on a family of having a child with a disability and employment barriers are planned for 2008.
PALS is a national survey designed to collect information on adults and children who have a disability, that is, whose everyday activities are limited because of a condition or health problem. Funded by Human Resources and Social Development Canada and conducted by Statistics Canada, PALS provides essential information on the prevalence of various disabilities, support for persons with disabilities, their employment profile, their income and their participation in society.
Data on people with disabilities were last collected in 2001, when the previous PALS survey was conducted. The 2006 PALS provides a measure of the change in the numbers and situations of persons with disabilities in the previous five years. As well, some new content has been introduced into the survey to reflect changing technology and emerging policy and program needs.
For the purpose of PALS, persons with disabilities are those who reported difficulties with daily living activities, or who indicated that a physical or mental condition or a health problem reduced the kind or amount of activities that they could do.
The survey sampled approximately 48,000 individuals, of whom about 39,000 were adults and 9,000 children. The population covered by the survey consisted of persons residing in private and some collective households in all provinces and territories. Persons living in institutions and on First Nation reserves were excluded from the survey.
Population growing older, but aging only one factor in disability rate
Population aging is one of the factors that have contributed to the increase in the disability rate since 2001. But it does not explain the entire gain.
Between 2001 and 2006, the median age of the population increased from 37.0 years to 38.3 years. The median is the point at which half of the population is older and half younger.
To control for the impact of population aging on disability rates, comparisons over time were made using the "age-standardized disability rate." This removes the impact of differences in the age structure of populations among areas and over time.
If population aging had not occurred between 2001 and 2006, the disability rate in 2006 would have been 13.5%, instead of 14.3%. Thus, during this period, about 40% of the disability rate increase could be explained by population aging.
However, disability rates increased for nearly all age groups. This suggests that a change in disability profiles, reporting practices or some combination of the two may have been at play.
During this five-year period, the severity of disabilities for adults aged 15 and older increased in a stepped fashion. The largest increase (+26.6%) occurred in the number of people reporting mild disabilities, while the smallest (+16.4%) occurred in the number reporting very severe disabilities.
Children: Slight increase in proportion with disabilities
Among children aged 14 and under, an estimated 202,350 reported a disability of some kind in 2006, or 3.7% of that age group. This proportion was up from 3.3% in 2001.
Among children aged 4 and under with one or more disabilities, 69.8% had a disability related to a chronic health condition. This and developmental delays were the leading types of disabilities for both boys and girls in this age group. The most common chronic conditions reported were asthma or severe allergies, attention deficit disorder (with or without hyperactivity) and autism.
Among children aged 5 to 14, about 69.3% of those with a disability reported a learning disability. Learning disabilities affected 121,080 children aged 5 to 14 in 2006, or 3.2% of all children in this age group.
Chronic health conditions affected 66.6% of children aged 5 to 14 with a disability, while speech disabilities affected 44.8%. An estimated 78,240 school-aged children experienced a speech disability.
About half of all children aged 4 and under reported a single disability in 2006. Slightly more than 40% reported two disabilities, and just less than 9% reported three or more.
For children aged 5 to 14, the likelihood of having several disabilities was much higher. In fact, almost three-quarters of school-aged children with a disability reported having multiple disabilities, while only 26.3% experienced a single disability.
For children aged 5 to 14 with disabilities, the greatest proportion reported having a mild disability (33.5%), followed by moderate (24.1%), severe (23.5%) and very severe (18.9%) disabilities.
Adults: Increases especially important for learning disabilities
Between 2001 and 2006, the disability rate for adults (people aged 15 and older) rose from 14.6% to 16.5%. Rates increased for all types of disabilities, except developmental.
The increase was especially marked for learning disabilities. The number of Canadians aged 15 and over with learning disabilities rose by almost 40% to an estimated 631,000 in 2006.
Problems related to pain, mobility and agility affected the largest number of adults, with almost 3 million people aged 15 and over reporting one of these limitations.
An estimated 1,265,000 adults, or 5.0% of their population, reported they had a hearing disability. Nearly 815,000 (3.2%) had seeing disabilities, while about 480,000 (1.9%) reported a speech disability.
For the working-age population (15 to 64 years), the most common activity limitation was pain and discomfort, affecting three out of every four working-age people (74.4%) who had disabilities. An estimated 1.8 million people in the working-age population, or 8.6% of the total, experienced pain and discomfort-related disabilities. These were much more common for working-age women than for men.
Among seniors aged 65 and over with disabilities, three out of four (76.4%) reported a mobility limitation, ahead of pain as the most common. More than 1.3 million people, or one-third of all seniors, reported a mobility limitation.
Disabilities related to mobility were present in less than 2% of people between the ages of 15 and 24, but affected about 44% of individuals aged 75 and over.
Disability rates increase in all provinces
Disability rates ranged from a low of 10.4% in Quebec to a high of 20.0% in Nova Scotia. Of the remaining provinces, those in the East had higher disability rates, on average, than those in the West. Ontario reported a disability rate (15.5%) slightly higher than the national rate.
Between 2001 and 2006, disability rates increased in all provinces. Population aging explains more of the increases in the Atlantic provinces because their populations are among the oldest in Canada.
For the first time, in 2006, PALS was conducted in Canada's three territories. The Yukon had the highest disability rate of the territories at 13.5%, followed by the Northwest Territories at 8.6% and Nunavut at 6.4%.
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A COMPANY’S REPUTATION AND PERFORMANCE INFLUENCE OPINIONS OF SENIOR MANAGEMENT
-The Kenexa Research Institute Examines the Impact of a Company’s Performance and Reputation on Employees’ Views of Senior Management -
WAYNE, Pa. Research conducted by the Kenexa Research Institute (KRI), a division of Kenexa®. The report is based on the analysis of data drawn from a representative sample of workers surveyed in 2007 through WorkTrends, KRI’s annual survey of worker opinions. The survey included workers from Brazil, China, Germany, India, the United Kingdom and the United States.
The results from the latest cross-culture study indicate that among the six countries surveyed, 36% of workers believe their organization’s reputation and performance have improved over the past 12 months. Comparatively speaking, workers in China are more likely (50%) to indicate their organization’s reputation and performance are improving, while those in the United Kingdom (12%) are more likely to report that their organization’s reputation and performance are declining.
Across all six countries, employees who believe their company’s reputation and performance have improved also have more favorable opinions of their senior management. They are much more likely to feel that senior managers demonstrate employees are important to the success of the company, that management has the ability to deal with company challenges and provides employees with a clear picture of the company’s direction. In addition, these employees are also more likely to believe that senior management supports and practices high standards of ethical conduct and is more trustworthy.
For all workers studied, having a strong reputation and improved performance favorably impacts how workers rate their pride in their organization, willingness to recommend it as a place to work and their overall job satisfaction. Additionally, if employees have favorable views of the organization’s reputation and performance, they are more likely to have confidence in the future of the organization and are less likely to state an intention to leave.
“The data support what most believethat it really starts at the top. The importance of great leadership cannot be overstated. Whether playing little league baseball or competing on the global corporate stage, people have a deep yearning to be on a winning team. Maybe not always in the short-term, but certainly over the longer haul, winning teams are led by great leadershipcapable, ethical leaders who view their workers as a source of great ideas and competitive strengths, and who make sure those same workers know what the company stands for and where it is headed,” said Jack Wiley, executive director, Kenexa Research Institute.
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Canada's population by age and sex As of July 1, 2007
Canada's population continues to age, but it is still one of the youngest of the world's developed nations, according to new preliminary estimates.
As of July 1, 2007, the population's median age was estimated at 39.0 years. In 2002, it was 37.6 years.
Nationally, 13.4% of Canada's population was comprised of seniors aged 65 and over, up from 12.7% in 2002. At the other end of the age scale, the proportion of children aged 14 and under fell from 18.6% to 17.0% during this five-year period.
Even so, Canada is one of the youngest of the 30 developed countries that are members of the Organization for Economic Co-operation and Development (OECD). Canada's proportion of seniors ranks in 22nd place, and it is still far behind Japan, which has the OECD's oldest population. One-fifth of Japan's population is aged 65 and over.
As of July 1, 2007, Canada had an estimated 4,423,400 seniors, 100,800 more than on July 1, 2006. (These current estimates are based on the 2001 Census, adjusted for net undercoverage.)
Between July 1, 2007, and July 1, 2008, nearly 300,000 people will turn 65 in Canada, the highest annual level on record. This number should increase for another 20 years, when people born during the peak of the baby-boom generation reach retirement age. At that time, more than half a million will turn 65 each year.
Regionally, Canada's population is older east of Ontario, where all provinces had a median age over 40 and where the proportions of seniors are among the highest in the country. In the West and the North, the population is generally younger.
Newfoundland and Labrador had the highest median age (42.0 years) and the lowest proportion of youth (15.1%) in the country, as of July 1. Saskatchewan still had the highest proportion of seniors (14.9%), but the Eastern provinces are gradually closing the gap.
Because of its strong fertility, the population of Nunavut is very young. The territory has an age structure similar to many developing countries. While seniors accounted for only 3.1% of its population, children aged 14 and under represented one-third (33.2%).
Alberta had the lowest median age among the provinces (35.4 years), as well as the lowest proportion of seniors (10.4%). At 18.7%, its proportion of children aged 14 and under is the third highest among the provinces, behind Manitoba and Saskatchewan.
The provinces and territories are aging at different speeds. The population's median age is increasing faster in the East than in the rest of the country. Newfoundland and Labrador, in fact, is getting older faster than any other jurisdiction of the country. Over the last five years, its median age grew by 3.2 years, more than twice the country's increase of 1.4 years.
Alberta's population is aging at the slowest pace. Over the last five years, its median age rose by only 0.5 years. The province's ageing process was slowed notably by strong inflows of young migrants from other regions in Canada. Between 2002 and 2007, Alberta had a net inflow of 153,900 from other provinces, 43% of its total growth. The median of Alberta's interprovincial in-migrants age was 26.4 years.
| Median age, by province and territory |
| |
Median age |
Difference |
| |
July 1, 2002 |
July 1, 2007 |
July 1, 2002 to July 1, 2007 |
| Canada |
37.6 |
39.0 |
1.4 |
| Newfoundland and Labrador |
38.8 |
42.0 |
3.2 |
| Prince Edward Island |
38.1 |
40.3 |
2.2 |
| Nova Scotia |
39.0 |
41.5 |
2.5 |
| New Brunswick |
38.7 |
41.4 |
2.7 |
| Quebec |
38.9 |
40.7 |
1.8 |
| Ontario |
37.0 |
38.5 |
1.5 |
| Manitoba |
36.7 |
37.4 |
0.7 |
| Saskatchewan |
36.7 |
37.7 |
1.0 |
| Alberta |
34.9 |
35.4 |
0.5 |
| British Columbia |
38.4 |
40.0 |
1.6 |
| Yukon |
36.3 |
38.7 |
2.4 |
| Northwest Territories |
30.2 |
31.1 |
0.9 |
| Nunavut |
22.7 |
23.5 |
0.8 |
| Population and age distribution by province and territory, as of July 1, 2007 |
| |
Population |
0 to 14 years |
15 to 64 years |
65 years and over |
| |
number |
% |
| Canada |
32,976,026 |
17.0 |
69.6 |
13.4 |
| Newfoundland and Labrador |
506,275 |
15.1 |
70.9 |
13.9 |
| Prince Edward Island |
138,627 |
16.9 |
68.6 |
14.5 |
| Nova Scotia |
934,147 |
15.5 |
69.7 |
14.8 |
| New Brunswick |
749,782 |
15.4 |
70.1 |
14.5 |
| Quebec |
7,700,807 |
16.0 |
69.7 |
14.4 |
| Ontario |
12,803,861 |
17.5 |
69.3 |
13.2 |
| Manitoba |
1,186,679 |
19.2 |
67.3 |
13.6 |
| Saskatchewan |
996,869 |
19.1 |
66.1 |
14.9 |
| Alberta |
3,473,984 |
18.7 |
70.9 |
10.4 |
| British Columbia |
4,380,256 |
15.7 |
70.2 |
14.1 |
| Yukon |
30,989 |
17.3 |
74.8 |
7.9 |
| Northwest Territories |
42,637 |
23.6 |
71.2 |
5.2 |
| Nunavut |
31,113 |
33.2 |
63.8 |
3.1 |
| Proportion of population aged 65 years and over, selected countries |
| Country and rank |
2005 |
2050 |
| |
% |
| 1- Japan |
20.0 |
39.6 |
| 2- Italy |
19.6 |
33.7 |
| 3- Germany |
18.9 |
29.6 |
| 22- Canada |
13.1 |
26.3 |
| 23- Australia |
13.1 |
25.7 |
| 24- United States |
12.4 |
20.6 |
| 25- New Zealand |
12.1 |
26.2 |
| 28- Korea |
9.1 |
38.2 |
| 29- Turkey |
5.9 |
17.0 |
| 30- Mexico |
5.3 |
21.1 |
| Source: | OECD Factbook 2007: Economic, Environmental and Social Statistics - ISBN 92-64-02946-X - © OECD 2007. |
|
|
'Invisible Fire' Threatens Canadian Business Leadership
New report on Canada's leadership gap recommends a made-in-Canada
solution
TORONTO - A white paper called Invisible Fire will be released at the CSTD Annual Conference on Monday, December 3 calling on Canadian businesses to "feel the heat and smell the smoke" of the current leadership crisis in Canada. Based on a recent Think Tank of C-suite leaders in Toronto, the report identifies several major challenges to addressing this crisis: a lack of understanding of leadership as a critical business issue; greater complexity of demands on leaders today than in the past; and definitions of leadership that are too narrow.
In response, the report offers six priority recommendations to address
the burning need for increased leadership capacity across the country:
<<
1) Make leadership capacity a national issue to draw the attention of the
government, Boards, Bay Street, and individual citizens. Leadership
capacity needs to become a business issue comparable in scale to the
Y2K issue in the late 1990s.
2) Set up a Canadian Centre for Leadership as a repository of leading
practices and ideas in building leadership capacity, with applications
to all sizes of organizations from small to large enterprises.
3) Embed leadership in organizations so it becomes integral to
organizational business strategy in ways that make it more tangible
and also demonstrate bottom-line impact.
4) Hold CEOs and Boards accountable for building leadership capacity and
ensure it is embedded within every organization's business strategy.
5) Redefine leadership in conjunction with the next generation of leaders
so that they will be attracted to leadership careers.
6) Align our educational systems to grow a pipeline of future leaders.
>>
The intent of the report Invisible Fire is to be a rallying cry to
mobilize senior leaders and their organizations to work together across the
country to close the leadership gap in Canada. The lead author on the report
is Dr. Vince Molinaro of Knightsbridge Human Capital Solutions. The
organizations that sponsored the Think Tank and the writing of this report
are:
Canadian Society for Training and Development (CSTD)
www.cstd.ca
Canadian Business Hall of Fame
www.cbhof.ca
Knightsbridge Human Capital Solutions
www.knightsbridge.ca
|
Survey Reveals Wacky Behaviour at Company Events
TORONTO - For many professionals, company parties are predictable; but for those in the creative industry, these festivities can be full of surprises. The Creative Group recently asked 250 advertising and marketing executives to describe the most off-the-wall employee behaviour they'd heard of at a company event.
Those surveyed were asked, "What is the wackiest or most outrageous thing
you have heard of an employee doing at a company event, such as a picnic or
holiday party?" Here are some of their responses:
- "The president of our company came dressed up as a chicken."
- "One guy ate the carnations from our dinner table."
- "One colleague set another's wig on fire while it was on her head."
"Company events are meant to be fun, but employees must remember their
actions are still on display for coworkers and supervisors to see," said Dave
Willmer, executive director of The Creative Group. "Inappropriate behaviour
can make a lasting negative impression that's hard to overcome."
"Party fouls" involving company higher-ups, like the following, can be
particularly challenging to recover from:
- "Someone wrestled the CEO."
- "Someone dumped Gatorade on the boss."
- "One person did an unflattering imitation of the company president."
Food is frequently a draw at company festivities, but sometimes it can
leave a bad taste in coworkers' mouths:
- "Someone jumped into a bowl of Jell-O."
- "One employee ate 100 fish sticks to win a prize."
- "Someone started a food fight at a holiday party where everyone was
dressed up."
- "An employee fell into a cake at a company dinner."
Dressing up for a company soiree is part of the fun, and these
party-goers pulled out all of the stops:
- "One person came to a party dressed as a pirate."
- "An art director came with a live butterfly in her hair."
- "One employee came to the party dressed like a bear."
Finally, even if the party is a bust, it's best not to let your boredom
show, like the following guest:
- "An employee fell asleep in the bathroom of a restaurant and got
locked in after the restaurant closed. The police had to be called to
let the person out."
Willmer noted that office parties, no matter how festive, are still
business functions. "Any indication that you lack good judgment is a strike
against you professionally," he said. "Conversely, exhibiting strong social
graces can help position you for a potential leadership role."
The Creative Group offered the following tips for making a positive
impression at a holiday party:
- R.S.V.P. promptly. Failing to do so makes an immediate poor
impression.
- Dress the part. Avoid wearing anything that is too offbeat or
revealing. Find out what the dress code is, and follow it. If you're
unsure, check in with tenured staff who can fill you in.
- Mix it up. Strike up conversations with those outside of your usual
circle. Think beforehand about a few topics that are of broad
interest, such as recent movies you've seen or people's holiday
vacation plans.
- Don't monopolize anyone's time. Most people want to mingle at
parties, so avoid extended conversations, particularly when talking
with managers, who may have many people they want to chat with during
the event.
- Eat a bite beforehand. Avoid coming to the party with an empty
stomach. A pre-party snack will help you focus your attention on
those around you, rather than the buffet table.
- Limit libations. Don't let alcohol impair your judgment. It's best
not to have more than one or two cocktails, or avoid drinking alcohol
altogether.
- Help your guests be gracious. If you bring a spouse or partner to the
party, be sure to fill him or her in beforehand on topics to avoid
(e.g., the new policy nobody likes), and introduce your guest to
others who might have common interests.
- End on a high note. Don't be the first or last to leave, and thank
those who organized the event.
|
Federal government employment in census metropolitan areas September 2007
Three out of every four federal government employees worked in a census metropolitan area (CMA) as of September.
Federal government employment in CMAs amounted to 289,800, or 2.4% of the employed labour force.
Of the total federal government employees across the country, 119,300, or 30.9%, worked within the CMA of OttawaGatineau. The proportion in this region has remained stable since 2003. This follows an upward trend from the beginning of the 1990s when the proportion was just over one quarter (25.7%).
Federal government employment represented 18.0% of total employment in the OttawaGatineau region. This proportion has remained about the same for the past seven years, following a downward trend during the 1990s.
Halifax had the second highest proportion of federal public servants, at 8.1% of total employment as of September. Other proportions ranged from 5.7% in Kingston to 0.2% in both Oshawa and Barrie.

| Employment within census metropolitan areas, September 20071 |
| |
Total employment2 |
Federal government employment |
Federal government employment as a proportion of total employment |
| |
thousands |
% |
| Ottawa–Gatineau |
661.3 |
119.3 |
18.0 |
| Halifax |
211.0 |
17.0 |
8.1 |
| Kingston |
78.6 |
4.5 |
5.7 |
| Victoria |
184.9 |
9.7 |
5.3 |
| St. John's |
98.7 |
4.9 |
5.0 |
| Moncton |
73.8 |
3.0 |
4.1 |
| Québec |
399.1 |
14.3 |
3.6 |
| Saguenay |
71.8 |
2.4 |
3.3 |
| Regina |
107.9 |
3.3 |
3.1 |
| Winnipeg |
393.4 |
11.8 |
3.0 |
| Greater Sudbury |
81.6 |
2.0 |
2.5 |
| Edmonton |
605.3 |
13.0 |
2.1 |
| Saskatoon |
137.7 |
2.5 |
1.8 |
| Abbotsford |
85.6 |
1.5 |
1.8 |
| Saint John |
67.5 |
1.0 |
1.5 |
| Vancouver |
1,227.0 |
17.4 |
1.4 |
| Sherbrooke |
84.6 |
1.2 |
1.4 |
| Windsor |
159.4 |
2.1 |
1.3 |
| Thunder Bay |
64.6 |
0.9 |
1.3 |
| Montréal |
1,940.1 |
22.6 |
1.2 |
| London |
253.9 |
2.6 |
1.0 |
| Hamilton |
382.8 |
2.9 |
0.8 |
| Guelph |
74.5 |
0.6 |
0.8 |
| Toronto |
2,875.4 |
21.0 |
0.7 |
| Calgary |
692.6 |
4.2 |
0.6 |
| St. Catharines–Niagara |
196.4 |
1.2 |
0.6 |
| Trois-Rivières |
71.3 |
0.4 |
0.6 |
| Peterborough |
58.3 |
0.3 |
0.6 |
| Brantford |
51.5 |
0.3 |
0.6 |
| Kitchener |
248.5 |
1.0 |
0.4 |
| Kelowna |
85.2 |
0.4 |
0.4 |
| Oshawa |
181.1 |
0.3 |
0.2 |
| Barrie |
101.7 |
0.2 |
0.2 |
| Total |
12,007.1 |
289.8 |
2.4 |
| 1. | Go online to view the census subdivisions that comprise the census metropolitan areas. |
| 2. | Data obtained from the Labour Force Survey, based on the 2001 Standard Geographical Classification. |
|
Note: To provide comparability between the Public Sector Employment program and the Labour Force Survey, data for this release are based on the 2001 Standard Geographical Classification census metropolitan definition. Additional CMAs based on the 2006 Standard Geographical Classification (Moncton, Barrie, Guelph, Peterborough, Brantford and Kelowna) are presented here, although they were census agglomerations based on the 2001 Standard Geographical Classification.
The term "federal government" presented in this release includes all organizations controlled by the federal government that are not-for-profit and produce non commercial goods and services on behalf of the government and its citizens. The count of federal government employees includes agencies (for example the Canada Revenue Agency), the Canadian military (regular forces and reservists) and uniformed Royal Canadian Mounted Police members. However, these statistics do not include employees of federal government business enterprises that operate as commercial corporations in the marketplace. The count reflects the last pay period of the month of September.
|
A Potential Brain Gain for Canadian Business
New Catalyst study finds visible minorities key, but lack of critical
relationships limits advancement, especially for visible minority women
TORONTO - Visible minorities in some of Canada's biggest organizations feel excluded from relationships that are critical for career advancement, according to the latest Catalyst study, "Career Advancement in Corporate Canada: A Focus on Visible Minorities ~ Critical Relationships."
"Our study confirms that corporate Canada is not maximizing the potential
"brain gain" offered by skilled immigrants, most of whom are visible
minorities," says Deborah Gillis, vice president, Canada, Catalyst. "We know
that having a network, mentor and champion are critical for career
advancement. Unfortunately, visible minorities, especially women, feel
excluded from the kind of relationships that help individuals - and ultimately
the businesses they work for - succeed.
Catalyst, the leading research organization advancing women and business,
and the Diversity Institute at Ryerson University recently released Career
Advancement in Corporate Canada: A Focus on Visible Minorities ~ Survey
Findings, their landmark study which presented findings from over 17,000
managers, professionals and executives working in many of Canada's largest
businesses. In this second study in its visible minority series, Catalyst
looks specifically at understanding career advancement challenges faced by
visible minorities and offers recommendations to businesses who want to
capitalize on potentially unrecognized talent from visible minority employees.
<<
Key findings from the study include:
- Visible minorities, especially women, feel excluded from informal
networking opportunities.
- A lack of multiple mentors who share gender, visible minority status
and/or who are influential but demographically different, is a career
advancement barrier for visible minorities.
- Visible minority women and men described mentoring relationships in
different terms.
- As with other groups, visible minority men and women believe that
having a champion is particularly important, yet visible minorities
lack access to the critical relationships that are necessary to
finding champions.
- Self-promotion is often necessary to get a champion on one's side,
yet visible minorities, especially women, are uncomfortable with
self-promotion.
>>
"The results of the Catalyst study, particularly the responses of visible
minority women, are a call to action for any business looking to achieve more
with its most important resource - its people," says Zabeen Hirji, chief human
resources officer at RBC, the lead sponsor of the study. "With predictions of
talent shortages, the business case can no longer be denied. At RBC as we move
ahead in our diversity journey, we are creating inclusive opportunities for
people to connect with the mentors and networks that will help them succeed.
We believe if you want to serve the market, you have to hire the market."
The study points strongly to the importance of informal networking, which
builds trust and information sharing. As this networking often revolves around
social activities such as playing and/or watching sports, visible minority
women feel particularly uncomfortable in this environment and it is more
difficult for them to find mentors and/or champions. Excluded from such
gender-biased activities, many visible minorities believe that they are not
offered the same opportunities at promotions, access to relationships with
clients or social support. This feeling is acute amongst visible minority
women.
According to Alan McGibbon, managing partner and chief executive, Deloitte & Touche LLP, "The findings in this report point to the clear challenge Canadian businesses have to build more inclusive environments where all employees can succeed."
To improve the situation Catalyst recommends that organizations:
- Think critically about where informal networking takes place and how
this may exclude certain people.
- Provide formal and targeted networking opportunities for visible
minorities.
- Formalize mentoring programs and encourage and train strategic
mentoring behaviour.
- Ensure the availability of a diverse pool of mentors and encourage
diversified mentoring relationships.
- Base career advancement decisions on formal performance evaluations
that are consistent for all employees.
- Provide employees with the necessary resources to communicate their
achievements and engage champions.
>>
RBC Financial Group is the study's lead sponsor. Deloitte and Touche LLP
and IBM Canada are the participating sponsors. The Ontario Ministry of
Citizenship and Immigration is a supporting sponsor.
To review the Catalyst study please visit www.catalyst.org.
|
Growth in labour productivity eased in all provinces in 2006, except for the four Atlantic provinces.
For a second straight year, Manitoba and Alberta recorded the strongest gains in productivity among the provinces, although in each case the gains were significantly slower than in 2005.
Labour productivity is measured by economic value addedthat is, real gross domestic product (GDP) for each hour worked. It is a key factor in higher economic growth and long-term improvement in the standard of living. For the purposes of this provincial and territorial analysis, productivity measures cover the economy as a whole, not just the business sector.
Manitoba led all provinces in terms of productivity performance in 2006 with a 2.2% increase, mainly the result of a better harvest and a continuing boom in the construction industry.
Alberta was second with a 1.7% increase, the result of continued energy-related growth that boosted output and productivity in sectors such as construction, manufacturing and wholesale and retail trade. In 2005, these two provinces were also ranked first, but in reverse order; labour productivity increased 3.8% in Alberta and 3.0% in Manitoba.
Nationally, labour productivity increased 1.0% in 2006, compared with an increase of 2.2% the year before. Productivity gains in 2006 exceeded the national average in the Northwest Territories and five provincesNewfoundland and Labrador, Nova Scotia, New Brunswick, Manitoba and Alberta. Productivity fell only in the two remaining territories and in one provinceSaskatchewan, the result of the downturn in key mining sectors and lower crop production.
In 2006, the volume of hours worked grew 1.8%, which, combined with the moderate gain in productivity, raised economic output by 2.8%.
A tight labour market, particularly in Western Canada, led to an increase of 4.0% in Canadian hourly compensation in 2006, a substantial increase for the second consecutive year.
Strongest productivity growth in the West
Productivity increases when a province's total value added from the production of goods and services rises faster than the volume of hours worked. In 2006, productivity growth slowed in most provinces where the growth in the number of hours worked accelerated.
Two goods-producing industries accounted for most of Manitoba's robust productivity growth in 2006good harvests in the agricultural sector and a strong performance in the mining sector. In 2005, the increase had been due largely to the manufacturing and utilities sectors.
In Alberta, continued impressive GDP growth of 6.6% was accompanied by a strong 4.8% increase in hours worked. However, productivity growth actually slowed in Alberta, largely due to the difficulty in finding qualified workers for the continued development of the oil sands in northern Alberta (which is much more labour-intensive than conventional oil extraction).
In fact, 2006 was a year of record growth in hours worked for a number of industries in Alberta. They increased 7.0% in manufacturing, 7.5% in finance, insurance and real estate, 6.7% in health care and social services and 8.7% in other services.
Alberta's mining and oil and gas extraction industry recorded an increase of 11.5% in hours worked. Since 2000, the volume of hours worked in mining and oil and gas extraction has increased on average by 7.9% per year, with Alberta accounting for about 80% of all jobs created in this sector in Canada.
In British Columbia, labour productivity increased 0.7% in 2006, slightly below the national average. This was mainly the result of productivity gains in construction, wholesale trade and retail trade. The volume of hours worked in British Columbia rose 2.6%, the same pace as in 2005.
In Saskatchewan, productivity declined a substantial 2.1% last year after three years of growth exceeding the national average. It was the only province to post a decline in GDP, while the number of hours worked rose by 1.8%. Production interruptions occurred in several key mining sectors in this province, while crop production declined. However, construction industries continued to register impressive growth in hours worked in 2006.
The Western provinces recorded the strongest growth in hourly compensation for a second consecutive year, due to the tightness of the labour market, particularly in Alberta and British Columbia.
Hourly compensation increased 7.4% in Alberta in 2006, the fastest pace among the provinces, after a record 11.6% gain in 2005. British Columbia was in second place with a 5.7% gain in hourly compensation. The increases in both provinces were much higher than the national average.
Central Canada: Strong loonie, foreign competition hit manufacturers
Productivity increased only 0.7% and 0.8% respectively in Ontario and in Quebec in 2006. In both Central provinces, the growth in the volume of hours worked accelerated, while the increase in economic production slowed slightly.
Economic growth in Central Canada, the nation's manufacturing centre, continued to lag behind the national average, the result of an increasingly competitive global economy and the continuing appreciation of the Canadian dollar.
In particular, manufacturing in Ontario, which accounts for about 20% of its GDP, experienced in 2006 the largest decline of its GDP since the dot-com bubble burst in 2001.
Despite efforts to rationalize labour, productivity fell 2.4% in Ontario's manufacturing sector in 2006, after increasing 3.2% in 2005. On the other hand, in Quebec, productivity rose 2.0% in manufacturing, following a 4.8% gain in 2005.
This difference in the productivity gap between the two provinces is also reflected in their different rates of manufacturing job loss. Since 2001, the number of hours worked in Quebec manufacturing has declined 1.9% a year on average; in Ontario, it has declined only 1.0%.
Strong increases in hours worked in wholesale trade and retail trade in these two provinces have more than offset the loss of jobs in manufacturing. In addition, hourly compensation in both provinces increased at a slower pace than in 2005, and was under the national average for a third consecutive year.
Atlantic region: Slight improvement in productivity
Productivity growth was faster than the national average in 2006 in three of the four Atlantic provinces: Newfoundland and Labrador, Nova Scotia and New Brunswick. In all three, economic output increased at a faster pace than the number of hours worked.
In Nova Scotia, labour productivity rose 1.4%, the highest increase in the Atlantic region. It was the only province to experience a decline in hours worked in 2006 (-0.5%).
In New Brunswick, labour productivity was up 1.2%. This was the result of a 3.0% gain in economic output compared to an increase of 1.8% in the number of hours worked.
In Newfoundland and Labrador, labour productivity grew by 1.1% in 2006, following two consecutive years of decline. Its economic output rose 3.3%, while the number of hours worked increased 2.2%.
In Prince Edward Island, productivity edged up 0.7% in 2006 after declining 1.6% in 2005.
A one-time pension fund contribution resulted in an exceptional increase of 25.5% in hourly compensation in Newfoundland and Labrador. Excluding this special payment, the hourly wage rose by only 2.8% in 2006, much less than the national average.
The three other Atlantic provinces also registered a lower growth in hourly compensation than the national average.
Mixed productivity performance in the territories
Labour productivity declined in two of the three northern territoriesYukon and Nunavutafter rising in 2005.
In both cases, productivity declined because increases in the number of hours worked surpassed gains in economic output. These two territories also registered a slight decline in hourly compensation in 2006.
After dropping sharply in 2005, labour productivity rebounded with an increase of 3.9% in the Northwest Territories. This was largely due to continuing substantial increases in investment in non-residential construction.
| Annual growth of labour productivity and other related variables for the overall economy, 2006 |
| |
Real gross domestic product |
All jobs |
Average hours worked |
Volume of hours worked |
Labour productivity |
Total compensation |
Hourly compensation |
Unit labour cost |
| |
% |
| Canada |
2.8 |
1.8 |
0.0 |
1.8 |
1.0 |
6.0 |
4.0 |
3.2 |
| Newfoundland and Labrador |
3.3 |
0.8 |
1.4 |
2.2 |
1.1 |
28.3 |
25.5 |
24.2 |
| Prince Edward Island |
2.6 |
0.1 |
1.8 |
1.9 |
0.7 |
2.3 |
0.4 |
-0.3 |
| Nova Scotia |
0.9 |
-0.2 |
-0.3 |
-0.5 |
1.4 |
2.8 |
3.3 |
1.9 |
| New Brunswick |
3.0 |
1.3 |
0.5 |
1.8 |
1.2 |
4.1 |
2.3 |
1.0 |
| Quebec |
1.7 |
1.1 |
-0.3 |
0.8 |
0.8 |
3.4 |
2.6 |
1.7 |
| Ontario |
2.1 |
1.5 |
-0.1 |
1.4 |
0.7 |
4.3 |
2.9 |
2.1 |
| Manitoba |
3.2 |
1.2 |
-0.2 |
1.0 |
2.2 |
4.7 |
3.6 |
1.4 |
| Saskatchewan |
-0.4 |
1.3 |
0.5 |
1.8 |
-2.1 |
6.6 |
4.8 |
7.1 |
| Alberta |
6.6 |
4.8 |
-0.1 |
4.8 |
1.7 |
12.5 |
7.4 |
5.6 |
| British Columbia |
3.3 |
2.4 |
0.2 |
2.6 |
0.7 |
8.4 |
5.7 |
4.9 |
| Yukon |
2.9 |
5.8 |
0.7 |
6.6 |
-3.5 |
6.1 |
-0.4 |
3.2 |
| Northwest Territories |
2.9 |
0.3 |
-1.2 |
-0.9 |
3.9 |
3.3 |
4.3 |
0.4 |
| Nunavut |
3.4 |
10.7 |
-2.8 |
7.6 |
-3.9 |
4.1 |
-3.3 |
0.6 |
| Selected labour market components by province and territory, 2006 |
| |
Total number of jobs |
Annual hours |
| |
Working age population |
Ratio job / population |
Province of résidence |
Net flow of workers |
Province of employment |
Volume of hours worked |
per job |
per population aged 15+ |
| |
thousands |
% |
thousands |
|
|
| Canada |
26,979 |
62.1 |
16,758 |
... |
16,758 |
29,125,633 |
1,738 |
1,080 |
| Newfoundland and Labrador |
431 |
48.3 |
212 |
-4 |
209 |
383,114 |
1,872 |
888 |
| Prince Edward Island |
114 |
59.7 |
69 |
-1 |
68 |
122,893 |
1,815 |
1,073 |
| Nova Scotia |
787 |
57.5 |
452 |
0 |
452 |
777,996 |
1,722 |
989 |
| New Brunswick |
631 |
56.9 |
360 |
-1 |
359 |
642,088 |
1,791 |
1,018 |
| Quebec |
6,410 |
58.0 |
3,765 |
-49 |
3,716 |
6,226,961 |
1,698 |
971 |
| Ontario |
10,424 |
63.6 |
6,589 |
43 |
6,631 |
11,607,433 |
1,739 |
1,113 |
| Manitoba |
950 |
64.3 |
613 |
-2 |
611 |
1,044,708 |
1,716 |
1,100 |
| Saskatchewan |
795 |
63.8 |
513 |
-5 |
508 |
899,201 |
1,790 |
1,131 |
| Alberta |
2,738 |
70.7 |
1,912 |
24 |
1,936 |
3,553,194 |
1,813 |
1,298 |
| British Columbia |
3,620 |
61.0 |
2,216 |
-7 |
2,209 |
3,761,158 |
1,709 |
1,039 |
| Yukon |
26 |
67.0 |
17 |
0 |
17 |
30,524 |
1,781 |
1,207 |
| Northwest Territories |
32 |
81.3 |
25 |
1 |
26 |
48,823 |
1,827 |
1,535 |
| Nunavut |
20 |
63.4 |
12 |
1 |
13 |
22,314 |
1,636 |
1,097 |
| ... | not applicable |
| Note: | The number of jobs is consistent with the System of National Accounts concept. It reflects the province of employment, accounts for individuals that hold more than one job and removes all persons that have a job but were absent or idle and were not paid during their absence. In addition to the sum of the provinces and territories, total Canada includes the Canadian embassy and military personnel that are working outside of the country. |
|
Note to readers
This release reviews annual average estimates of hours worked and labour productivity at the national, provincial and territorial levels for 2006.
Measurement of labour productivity is usually limited to the business sector. However, in this provincial and territorial analysis, productivity measures cover the economy as a whole. Productivity estimates in this report were based on the Fisher chained real gross domestic product at market prices.
Economic performance as measured by labour productivity must be interpreted carefully, since these estimates reflect changes in other inputs (particularly capital) in addition to the growth in economic efficiency. Furthermore, aggregate labour productivity growth is affected by changes in the industrial structure over time.
This update of labour statistics is consistent with the revised provincial and territorial economic accounts that were released in The Daily on November 8, 2007. It also includes revisions to estimates of hours worked for 2001 to 2006 to incorporate revisions to the Survey of Employment, Payroll and Hours since 2001. Data for the Territories were revised back to 1997. The incorporation of these changes has resulted in slight revisions to measures of Canadian productivity for the same period.
Generally speaking, provinces enjoy productivity gains when their total production of goods and services rises faster than the volume of hours worked.
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SELF- SABOTAGE: NEW PSYCHOLOGICAL RESEARCH SHEDS LIGHT ON WHY SOME PEOPLE CAN’T HANDLE SUCCESS
TORONTO, ON. New research shows that how people view their abilities in the workplace impacts how they respond to success. Dr. Jason Plaks, a social psychologist at the University of Toronto and Kristin Stecher, a research scientist at the University of Washington, found that those who thought of their capabilities as fixed were more likely to become anxious and disoriented when faced with dramatic success, causing their subsequent performance to plummet, compared to those who thought of their abilities as changeable.
“People are driven to feel that they can predict and control their outcomes. So when their performance turns out to violate their predictions, this can be unnerving even if the outcome is, objectively speaking, good news,” says Plaks. He points out that the notion that people often sacrifice their success in the name of greater certainty has some intuitive appeal but it has never been put to a rigorous test.
In one representative study, Plaks and Stecher used a questionnaire to classify participants into those who endorsed a fixed view of intelligence and those who endorsed a malleable view. Then participants took three versions of what was purported to be an intelligence test. After the first test, all participants were given a lesson on how to improve their score. After the second test, participants were randomly assigned to be told that their performance had improved, stayed constant, or declined. Among those who believed they had improved, those with the fixed view became more anxious and performed worse on the third test than those with the malleable view. However, among participants who believed that their performance had failed to improve, it was the malleable view participants who grew anxious and underperformed compared to their fixed view counterparts.
Plaks notes that if people gain an understanding of how they view their abilities, as fixed or changeable, then they can be aware of the advantages and pitfalls of both perspectives. This in turn may better equip them to adopt alternative theories to explain life’s ups and downs. “Both approaches are highly intuitive and that makes them relatively easy to teach,” says Plaks. “If we can get people to change their underlying assumptions about their abilities then they may improve their performance and that is positive news for those charged with the task of getting people to reach their full potential.”
The study findings were published in the October issue of the Journal of Personality and Social Psychology.
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Discovering the Work Done by Disabled Persons
Kitchener - Kathryn Church is the primary author of Doing Disability at the Bank: Discovering the Work of Learning/Teaching Done by Disabled Bank Employees, released October 2007. This report is the latest in a series of critical disability studies, Doing Disability at the Bank documents the complex invisible ‘work ’ that a disabled employee must do constantly. This includes the work of disabled bank employees in becoming and staying corporately viable, the work of disabled people in managing their engagement wi th personal support workers, and the work of disabled women as they use clothing practices to mediate societal expectations around ‘normal ’ female bodies.
Monday December 3, 2007
1:00 p.m.- 4:00 p.m.
Kitchener Memorial AuditoriumViewing Lounge
400 East Avenue, Kitchener
Guest speaker:
Kathryn Church,
Ryerson RBC Foundation Institute for Disability Studies
Discuss issues and ideas and hear about local initiatives:
Results from the August 22-07 Vision for a Community for All.
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Find out how you can become part of the Disabilities and Human Rights Group.
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KidsAbility project on the transition from school to work for young adults.
~Spring 2008 Forum on Disabled Persons and Employment planned by the Waterloo Wellington Training and Adjustment Board
For more information call Community InfoLine 519-579-3800 or click www.waterlooregion.org |
Survey Finds Inquiries About Work/Life Balance More Common During Job Interviews
TORONTO - More accountants today are taking time during the job interview to inquire about work/life balance options, and businesses are responding accordingly. In a recent survey, 56 per cent of chief financial officers (CFOs) said job candidates are more likely to ask about work/life balance programs when meeting with prospective employers than they were five years ago, and 80 per cent of financial executives reported offering accounting staff some form of alternative scheduling arrangements.
The survey was 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 is based on interviews with more than 270
CFOs from a stratified random sample of Canadian companies with 20 or more
employees.
CFOs were asked, "When interviewing job candidates today, are they more
or less likely to inquire about work/life balance programs than five years
ago?" Their responses:
More likely .................................... 56%
No change ...................................... 21%
Less likely .................................... 18%
Don't know/no answer ........................... 5%
----
100%
CFOs were also asked to identify which, if any, scheduling options they
offer their accounting staff. The most common were flexible hours, cited by 44
?per cent of respondents, part-time work (19 per cent) and job-sharing
arrangements (14 per cent).
"As recently as five years ago, it was not as common for job candidates
to inquire about flexible scheduling options or other alternative work
arrangements during interviews," said Max Messmer, chairman and CEO of Robert
Half International and author of Human Resources Kit For Dummies(R), 2nd
Edition (John Wiley & Sons, Inc.). "But today employers anticipate these
requests and are designing programs to accommodate them where possible."
Messmer pointed out that while policies must be equitable, a
"one-size-fits-all" approach is not always practical because different jobs
have different levels of inherent flexibility. "Telecommuting, for example, is
often best-suited for professionals who can work autonomously and do not need
to be on hand to directly supervise other team members or meet with clients or
customers."
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Investing In The Jobs Of The Future $165-Million Fund To Attract Investment In High-Growth Companies
TORONTO - A new $165-million Ontario Venture Capital Fund will help create the jobs of the future by boosting cutting-edge companies here in the province, says Premier Dalton McGuinty.
"Working together with sophisticated corporate and institutional
investors, we can help Ontario's innovative thinkers take their ideas to the
next level," said Premier McGuinty. "And that will generate prosperity and
good, high-paying jobs for Ontarians in the future."
The McGuinty government has signed a letter of intent with leading
Canadian institutional investors - including OMERS Administration Corporation,
RBC Capital Partners, Business Development Bank of Canada and Manulife
Financial - to create the new fund.
"I am pleased that successful corporate and institutional investors on
the leading edge of Ontario's economy are working with us to invest in
Ontario's future," said Minister of Research and Innovation John Wilkinson.
"This fund will attract the capital and investment expertise needed to
bring exciting new discoveries to market faster in this province, resulting in
high-value jobs and, ultimately, a higher quality of life for all Ontarians."
Ontario is investing $90 million in this first round of the fund, with
the remaining $75 million coming from the partner investors. In round two, the
government will seek additional private sector investors to grow the fund.
"OMERS is pleased to be an integral part of this initiative and looks
forward to enhancing the market for venture and growth capital investment in
Ontario," said Paul Renaud, CEO of OMERS Capital Partners, the entity
responsible for OMERS's private equity investments.
"As RBC's vehicle for investing in private equity, venture capital and
mezzanine debt, RBC Capital Partners is pleased to provide a financial
commitment to further developing Ontario's venture capital industry in concert
with the Government of Ontario and our other partners," said Gordon Nixon,
president and CEO of RBC. "Strong capital markets from venture capital through
to public markets are critical to the growth of businesses in Ontario and
across Canada."
"BDC is delighted to be an active participant in the creation of this
fund of funds initiative to support the venture capital industry in Ontario,"
said Jean-René Halde, president and CEO, Business Development Bank of Canada.
"By supporting the development and growth of high-tech companies - key drivers
of innovation in Canada - we believe that this fund will have a positive
impact on the economy."
"We are supporting this VC Fund because we think it's the right
initiative at a time when the supply of venture capital in Ontario is less
than optimal and investment returns have been rising," said William Eeuwes,
vice-president and head of Manulife's merchant banking arm.
"Canada's Venture Capital and Private Equity Association (CVCA) is
pleased to see the Government of Ontario's plan for stimulating the province's
venture capital sector," said CVCA Executive Director Richard Rémillard. "We
have always believed that it is vital that we build a strong venture capital
market in Ontario if we want to build world-class, high-growth companies here,
and it is very encouraging to see that the Government of Ontario recognizes
this reality. We have supported this program since it was first announced in
the March 2006 Budget and we look forward to seeing the capital deployed into
Ontario's venture capital market very soon."
The Ontario Venture Capital fund is just one of the ways the McGuinty
government is strengthening the economy and supporting Ontario families. Other
initiatives include:
<<
- Encouraging strong job creation, with over 422,000 net new jobs since
October 2003
- Committing to expand our Next Generation Jobs Fund to $1.15 billion
to support job creation for Ontarians
- Launching the $160 million Ideas-to-Market strategy that supports
emerging companies, which includes the Ontario Venture Capital Fund
- Establishing a six-year, $500-million Advanced Manufacturing
Investment Strategy to help manufacturers invest in innovative new
technologies, and
- Phasing out the capital tax and accelerating a five per cent rate cut
in 2007, while working towards eliminating the tax altogether by
July 1, 2010.
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New Study FromYahoo! HotJobs Provides Insight Into Millennials' Career Concerns and Priorities
TORONTO - Baby boomers and Generation Y (broadly defined as those born between 1979 and 1999) may have less of a generation gap than one might assume. New research from Yahoo! HotJobs reveals that Millennials share many of the same concerns as more tenured workers when it comes to saving for retirement, finding a solid healthcare plan and achieving work-life balance. However, Millennials aren't concerned only with the benefits their employers provide. They also expect a lot from their company leaders and look to them as partners in success and job satisfaction.
In a just-released guide, What Millennial Workers Want: How to Attract
and Retain Gen Y Employees, Robert Half International and Yahoo! HotJobs
examine the professional priorities of the most senior members of Generation
Y - those who have already started a career or will soon start one. More than
1,000 adults ages 21 to 28 were polled for the project.
"The research depicts a pragmatic, future-oriented generation that holds
many of the same values as its predecessors," said Reesa Staten, senior vice
president and director of workplace research for Robert Half International.
"Yet, certain distinctive qualities, such as a desire for very frequent
feedback from their managers, are unique to this generation. Generation Y
expects a lot of its leaders. Making sure supervisors of Gen Y professionals
have supportive management styles can go a long way in attracting and
retaining these workers, who will play a greater role in organizations as more
baby boomers retire."
Big expectations of company leaders
Survey respondents rated working with a boss they respect and can learn
from as the most important aspect of their work environment, ahead of having a
nice office space, a short commute or working for a socially responsible
company. Those surveyed also indicated that they expect more "face time" from
their supervisors than a weekly status meeting. The majority of Gen Yers (60
per cent) want to hear from their managers at least once a day.
Redefining a successful future
Most survey respondents appeared optimistic about the future, but this
isn't a group whose idealism overshadows practical concerns, according to the
study. When evaluating job opportunities, for example, the research shows that
salary, benefits and room for professional growth are top concerns for this
group. While 46 per cent of Gen Yers consider their career prospects better
than previous generations, many respondents feel they also will have to save
more money for retirement and study harder than generations past. In fact,
nearly three out of four (73 per cent) Gen Yers surveyed said they will likely
go back to school to obtain another academic degree or certification.
A corner office or impressive job title doesn't equal success for Gen Y,
the survey results suggest. In fact, respondents ranked "a more prestigious
job title" last among seven factors that would prompt them to leave their
current positions. Opportunities for professional growth and advancement rated
a greater career priority, the research shows.
Keeping their options open
Like most employees, Gen Yers crave challenge on the job. The top factors
that would tempt Gen Yers to look for greener pastures are added pay and
benefits, opportunities for advancement, and more interesting work. Even firms
that provide some of these incentives may not be able to keep Gen Y staff
members for the long term. Four out of 10 respondents said they plan to stay
at their job up to two years; only one in five foresees staying at his/her
current job six years or longer.
"Millennials never stop marketing themselves," said Tom Musbach, managing
editor, Yahoo! HotJobs. "This means companies must constantly be in recruiting
mode with current employees."
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Expert says - Bring more happiness into your life and your business will dramatically improve
Life coach and author Erica Nelson says that the two go hand in hand. Success comes only when you are happy.
San Jose CA-Think of when you’ve been most successful. Think about how you feel and what life is like when you are at your happiest.
“People attract success when they are happy,” she says. “So to be more successful, you just need to concentrate on having more fun. And when you’re having fun, especially at work, success will always happen.”
Erica Nelson, a former San Jose, California realtor and author of the new book Prospect When You Are Happy, is a Law of Attraction coach. The Law of Attraction is a fundamental theory that emphasizes the idea that people create their own reality. She teaches practical approaches to implementing the Law of Attraction to produce significant results particularly in work and business situations.
Ms. Nelson explains that people can make tremendous use of the law of attraction in their everyday live. The techniques she teaches include how to creative visualization, how to step into your own higher powers, how to believe in yourself more, and how to get better connected to people that you are engaged with.
So what’s the best way to get focused and achieve higher levels of happiness at work? Here are Erica Nelson’s top ten recommendations:
1. Smile before you make a call.
2. Trust the outcome is perfect, regardless of the outcome
3. Expect exceptional experiences. (Expect every conversation could become an exceptional experience every dialog, every interaction could be the one that lands you in that next level.)
4. Take time out every day to imagine what might be great to occur in your life. What strange happy thing just might happen, today?
5. Get clear on where you want to be a year from now. See yourself in that place, doing that stuff, being that person.
6. Let go of everything you wanted to happen and have fun right now.
7. When a very tiny good thing shows up express flat-out unbarred flipped out excitement about it.
8. Appreciate beauty in every single person you see, meet, stand next to in line, e-mail, see in the car near you, call. Appreciate every person, accept every person. Just do it.
9. Get out of your own light. (Identify and release resistance to your own greatness)
10. Experience success in as many waking moments as you possibly can. Watch the amazing life you already have become even more amazing.
In business people need to really focus on maintaining a positive mindset. This one step can generate the inspiration, confidence, and competence needed to dramatically improve sales results.
The number one block that most people encounter is that they simply forget that they need to be aware that you create your own reality. They flow without realizing that they get to choose to create the world they live in. The answer to this challenge is this:
1. Know exactly what you want and seek it intentionally.
2. To attract amazing people and partners, become what you wish to attract.
“Every day you need to start out by saying “what would be great?” she says.
“Set your intention for your day and go for it.”
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The Largest Job Fair in the Ottawa Area - Ottawa Citizen Job Fair - More Than 500 Positions Available!
Ottawa Congress Centre - Tuesday, November 13, from 10 a.m. to 6 p.m.
OTTAWA - It is indeed a pleasure to present the 3rd edition of the Ottawa Citizen Job Fair. "This will be our largest fair ever," says Eric Boutié, President of National Career Event. This year's fair will be attended by some 35 companies with over 500 positions to be filled.
"The fair is intended for the public at large," Boutié added, pointing
out that the fair will provide direct contact between recruiters offering
500 jobs and applicants looking for new professional challenges. This year,
companies will be grouped in two exhibition areas:
<<
- The All in one careers area will feature employers from the following
fields: sales, customer service, financial services, insurance,
health, and government services and will include BMO (Bank of
Montreal), Dynamite, Canadian Forces, CIBC, Manpower and many more.
- The Engineer/IT area will assemble employers from the areas of
engineering and IT, including RIM, Gallium, PlantCML and Halogen
software.
>>
In addition this year, several lectures will be presented throughout the
day to help visitors in their job search. In particular, we are proud to
welcome Maureen McCann from ProMotion Career Solutions with a talk entitled
"What Employers Want" and Kim Sprague from Investors Group with "Autonomy:
Careers in Financial Services."
Prospective visitors can register over the Internet at
www.nationalcareerevent.com.
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Report: US Slips In Gender Equality Survey; Nordics On Top And Muslim Countries At Bottom.
"The US slipped in this year's scorecard measuring equality between women and men while Nordic countries remained at the top of the list and Muslim countries at the bottom.
No country managed to close the gender gap entirely, the Swiss-based World Economic Forum found, but women in Sweden, Norway, Finland and Iceland came closest to achieving equality with men in education, employment, health and politics.
The Global Gender Gap Report released Thursday, which ranked 128 countries representing 93 percent of the world's population, showed that the highest ranking countries closed about 80 percent of the gender gap while the lowest ranking closed just over 45 percent. ..." [The Associated Press/Factiva]
FT notes that "...The benchmarking exercise aimed at improving women's position in society found that 96 percent of the gap with men has been closed in healthcare and 92 percent in education.
But when it comes to economic participation, only 57 percent of the gap has been closed and in political empowerment - the ratio of women to men in parliament, ministerial positions and executive office - just 14 percent of the gap has been closed. The index focuses on the relative extent of the gender gap regardless of a country's wealth - by assessing how well countries divide their opportunities and resources between men and women. ...
The report found a link between the gender gap and economic performance. 'Our work shows a strong correlation between competitiveness and the gender gap scores,' said Laura Tyson, Professor of Business Administration and Economics at the University of California, Berkeley. ..." [The Financial Times (UK)]
AFP adds that "...'Countries that are not capitalizing upon the talent pool available in their countries - that's one half of the talent pool available - are going to be undermining their competitive potential in the long run,' [Saadia Zahidi, the co-author of the Forum's report] told journalists.
Globally, progress has been made since last year in narrowing the gap between women and men in economic participation, but on health it grew, according to the Forum. ..." [Agence France Presse/Factiva]
Reuters reports that "...Almost all the data used to compile it came from UN agencies such as the International Labor Organization, UN Development Program and World Health Organization." [Reuters/Factiva]
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QuickSelect Applicant Screening Used by CBC’s Dragon’s Den
Waterloo - When Waterloo based design agency Eyelight developed QuickSelect to solve their own hiring problem they never imagined it would be used to screen contestants for a reality based TV show.
Using QuickSelect traditionally, employers create an online job questionnaire, accept applications, and then use screening tools to quickly find the top candidates. The ability to create an online questionnaire and work with applicant data turned out to be what producers needed to help find the most suitable applicants for season two of the entrepreneurial reality show Dragons’ Den.
In addition to adding a number of new features including custom scoring, file attachments, and advanced search, the applicant experience was tailored to match the Dragon’s Den site. The branding tie-in made applicants feel like they were dealing directly with The Dragon’s Den instead of QuickSelect. With applicants applying and multiple producers reviewing applications from all across the country QuickSelect’s centralized storage and review process helped increase efficiency and keep everyone on the same page.
QuickSelect’s growth into other areas has continued recently with a similar system for Enterprize. Enterprize is using QuickSelect to accept applications for its national business plan competition open to students across Canada.
The experience with Dragon’s Den and Enterprize inspired the creation of a new offering. Larger companies, HR departments and recruiters that use QuickSelect regularly can have a branded version developed to match their website. Although this addition will appeal to larger organizations, QuickSelect still adheres to the original vision of offering an easy-to-use tool that reduces stacks of resumes and makes hiring quicker for businesses of any size.
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Waterloo company fined $70,000 after worker injured
Waterloo - A Waterloo auto parts company was fined $70,000 in the Ontario Court of Justice, October 29, 2007, for failing to properly protect a worker who suffered severe hand injuries in machinery.
Justice of the Peace Calvin Hurst heard the guilty plea from Maxtech
Manufacturing Inc., a firm specializing in production of machined metal
components. On June 15, 2006, a worker was using a cam bracket cell machine,
used to bore into machine parts. The worker's hand came into contact with
moving parts. A Ministry of Labour investigation found that the machine could
be operated while a safety cover was open. The ability of the machine to be
operated in that way was contrary to section 24 of Regulation 851, which
states that: "Where a machine or prime mover or transmission equipment has an
exposed moving part that may endanger the safety of any worker, the machine or
prime mover or transmission equipment shall be equipped with and guarded by a
guard or other device that prevents access to the moving part."
Maxtech was fined for failing, as an employer, to ensure that the
measures and procedures prescribed by section 24 of Regulation 851 were
carried out at the workplace located at 620 McMurray Rd., Waterloo, contrary
to section 25(1)(c) of the Occupational Health and Safety Act.
In addition to the fines, the court imposed a 25-per-cent victim fine
surcharge on the total, as required by the Provincial Offences Act. The
surcharge is credited to a special provincial government fund to assist
victims of crime.
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Labour Force Survey October 2007
Employment continued to rise in October, jumping an estimated 63,000, split between full and part time. At the same time, the unemployment rate fell to a 33-year low of 5.8%, down 0.1 of a percentage point from September.
Employment has increased 2.1% (+346,000) so far in 2007, the strongest January-to-October growth in the past five years. October's employment rate reached an all-time high of 63.7%.
In October, women aged 25 and over posted a record employment rate (59.4%), along with the lowest unemployment rate (4.3%) in over 30 years.
Workers aged 55 and over accounted for the majority of the employment gain in October. With these gains, the proportion of persons aged 55 and over who were employed reached its highest level, at 32.2%. Employment for older workers has risen 6.9% since the start of 2007, in contrast to 1.2% for those aged 25 to 54.
For the second consecutive month, more than half the increase in employment occurred in Ontario. In October, employment increased 32,000 in this province, while the unemployment rate declined to 6.0%.
At the national level, October's employment increase was in the service sector, most notably in health care and social assistance, "other services", and public administration. However, this strength was tempered by losses in business, building and other support services, as well as accommodation and food services.
Spurred on by the gains in health care and public administration, employment growth in October was concentrated among public sector employees. With stronger growth in recent months, employment in the public sector has increased 5.6% so far in 2007.
Wage pressure continued to build in October, with the year-over-year increase in average hourly wages estimated at 4.1%, still well above the most recent year-over-year Consumer Price Index increase of 2.5%. October marks the third consecutive month with a year-over-year increase in employee wages above 4%.
Employment growth continues to be driven by service sector
In October, service sector employment grew by 66,000, boosting its growth in the last 12 months to 3.2%. According to the most recent statistics, the gross domestic product of the service sector grew 3.2% in 12 months, compared with a growth rate of 0.8% for the goods-producing sector.
Of all industries, health care and social assistance posted the strongest estimated employment growth in October (+29,000). There was also an increase in "other services" (+24,000), an industry that covers a variety of activities, such as dry cleaning and laundry services, electronic and precision equipment repair and maintenance, as well as grant-making and giving services. As well, public administration added an estimated 20,000 workers in October, all in Ontario.
In contrast to the growth in the service sector, there has been overall weakness in the goods-producing industries, where employment has edged down 0.5% since the start of the year. So far in 2007, significant losses in manufacturing have been almost completely offset by robust gains in construction and utilities. In October, utilities was the only industry in the goods-producing sector to show signs of strength. Utilities include electric power generation, transmission and distribution, natural gas distribution, and water supply and sewage systems.
Back-to-back gains in Ontario
After slow growth throughout most of 2007, employment grew strongly in Ontario for the second consecutive month, up 32,000 in October, mainly in part time. So far in 2007, employment in Ontario has risen an estimated 1.7%, still below the national average of 2.1%.
October's employment growth in Ontario was mainly in public administration and "other services". The growth in public administration was due, in part, to the provincial election, which coincided with the Labour Force Survey reference week.
Quebec's unemployment rate in October remained at 6.9%, the lowest level in 33 years. So far in 2007, employment has grown 2.2%, spurred on by gains in construction, accommodation and food services, and "other services". These gains have pushed the employment rate up, bringing it to a new record high of 61.2% in October.
Strong labour market across the West
In Manitoba, employment grew 0.6% (+3,600) in October, bringing the increase since the start of 2007 to 2.5%. In October, Manitoba's employment rate reached an all-time high of 66.8%. The province also had the second lowest unemployment rate in Canada (4.0%).
Although employment in British Columbia showed little change in October, it has grown 2.4% since the start of 2007, mainly due to strong growth in trade. In October, the unemployment rate in the province stood at 4.4%, among the lowest rates in Canada.
Alberta's employment was little changed in October. However, the province continued to have the lowest unemployment rate in the country, at 3.4%, as well as Canada's highest employment rate (71.5%).
In Nova Scotia, October's employment increase (+5,300) was mainly attributable to full-time work. For the first 10 months of 2007, employment has grown mainly in information, culture and recreation, in health care and social assistance, and in professional, scientific and technical services.
Older workers lead the way
Employment increased by 32,000 among people 55 and over, with the gains distributed equally between men and women. So far in 2007, employment among this group has grown 6.9%, a much faster pace than that for core-age workers 25 to 54 years of age (+1.2%).
The participation rate in October for Canadians aged 55 and over reached an all-time high of 33.8%. This was due in large part to older women, who in October had their highest employment and participation rates in at least three decades.
Employment for men and women in the core-age group increased by an estimated 24,000 in October. Since the beginning of 2007, 70% of the employment increase for this group has been attributed to women. These gains have brought the unemployment rate for these women down to 4.2% in October, more than one percentage point below that of men (5.4%).
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Sun Life Financial announces internal management changes
Changes allow Sun Life to further capitalize on significant market
opportunities
TORONTO - Sun Life Financial Inc. announced changes to its executive team effective January 1, 2008 to enable the company to further accelerate its international growth in the expanding wealth and retirement markets.
Kevin Dougherty, currently President, Sun Life Financial Canada, will
become the President of Sun Life Global Investments. Dougherty's mandate is to
further leverage the Company's premier asset management businesses across the
organization. Sun Life Global Investments will focus on building a more
cohesive asset management platform to accelerate Sun Life's growth in the
global wealth market. Dougherty brings to this new role broad knowledge of the
wealth business, including his previous experience as head of Group Retirement
Services, and ongoing partnerships with CI Investments and McLean Budden in
Canada.
Dean Connor, currently Executive Vice-President, succeeds Dougherty as
President, Sun Life Financial Canada. Connor has extensive industry and senior
management experience from a long career at Mercer, the multinational
consulting firm. His areas of practice focused on retirement, health and
benefits and investment and he became head of the firm's Canadian and then
U.S. operations. Immediately prior to joining Sun Life he had the larger role
of President for the Americas including Canada, the U.S. and Latin America.
Robert Salipante, President, Sun Life Financial U.S., will add to his
current role by assuming leadership of a newly created International Variable
Annuity Center. Leveraging the existing successful U.S. Variable Annuity
operation, this Center will support the growth of variable annuity solutions
across the entire organization as international demand for variable annuity
solutions is expanding worldwide.
Tom Bogart, Executive Vice-President and General Counsel, is assuming
additional accountabilities to assist the Chief Executive Officer (CEO) with
strategic and governance responsibilities. Bogart will also assume the role of
Chairman of subsidiary companies Sun Life Insurance (Canada) Limited and Sun
Life Assurance Company of Canada (U.S.).
"We have premier businesses, and these changes will enable us to take our
efforts to the next level and better respond to the needs of the marketplace
by leveraging the strengths of our leaders and our businesses," said Donald A.
Stewart, Chief Executive Officer, Sun Life Financial.
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Canadian Leadership Diversity Index results announced by Corporate Knights magazine
Toronto Released October 31, 2007 is the current issue of Corporate Knights Magazine contains the first-annual Corporate Knights Leadership Diversity Index. The Index identifies the top ten Canadian companies which have achieved the greatest visible minority and female representation in both the boardroom and the CEO's suite.
The top performing companies in the 2007 Corporate Knights Leadership Diversity Index are as follows:
1. Vancouver City Savings Credit Union (HQ - Vancouver)
2. Royal Bank of Canada (HQ - Toronto)
3. Husky Energy Inc. (HQ - Calgary)
4. Corus Entertainment Inc. (HQ - Toronto)
5. Hydro One (HQ - Toronto)
6. McKesson Canada (HQ - Saint-Laurent)
7. Hewlett-Packard (HQ - Mississauga)
8. Bank Of Montreal (HQ - Toronto)
9. Petro-Canada (HQ - Calgary)
10. Shell Canada (HQ - Calgary)
Vancouver City Savings Credit Union (Vancity) was the most diverse company, with an overall score of 71.9 per cent. Royal Bank of Canada, Husky Energy Inc., Corus Entertainment Inc., and Hydro One rounded out the top five, all with overall scores above 35 per cent.
The findings also identify a failure in corporations to reflect Canada's demographics. Of the 140 surveyed, 75 per cent of boards of directors had no visible minorities, and 23 per cent had no women. There were no female CEOs.
In comparison, 13 Fortune 500 companies, or less than 3 percent, are headed by women. This is up slightly from 2006, when there were just 10 female CEOs. As of 2007, a woman leads only one Fortune 50 company.
How was the CK Leadership Diversity Index determined?
Using the most recent financial and proxy statements available, Corporate Knights examined companies in the S&P/TSX 60, the top 50 on the FP500 and/or ROB1000, all the companies in the Jantzi Social Index, the top 25 holdings of the Ethical Canadian Index Fund, and additional companies with significant operations in the communications, chemicals, utilities, retail, mining, oil and gas, finance, and forestry sectors. In the case of a subsidiary, the parent company's data was used. Titled "Minority Report," the analysis of the findings explains why diversity matters and looks at the best practices of diverse firms, as well as the challenges faced by non-white and/or female executives in today's workplace. As well, executives were asked for their advice for the rest of Corporate Canada.
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Online Advertised Job Vacancies Dip in October
The Conference Board Reports Today
The decline in October is partly seasonal
Online advertised vacancies are up 8.6% over the year
New England and Pacific regions post no over the year gains in advertised vacancies
Healthcare professional and technical workers remain in high demand
USA - In October there were 4,161,700 online advertised vacancies, a decrease of 108,300 or -2.5% percent from the September level, according to The Conference Board Help-Wanted OnLine Data Seriesâ„¢ (HWOL) released October 31, 2007. Nationally online advertised vacancies were up (8.6%) over the year (October'06-October'07). There were 2.71 advertised vacancies online for every 100 persons in the labor force in October.
“The year on year growth rate of online advertised vacancies, while still positive, has slowed in recent months, and the 8.6% increase (October'06-October'07) is the smallest since this series began in May 2005,” said Gad Levanon, Economist at The Conference Board. “These data suggest that the slow pace in the labor market will continue in the months ahead and is likely to extend into the early months of 2008. We are getting the same signal from The Conference Board Consumer Confidence survey released yesterday, which showed further weakness in the labor market and the U.S. economy as a whole.”
THE NATIONAL - REGIONAL PICTURE
In October, 2,875,300 of the 4,161,700 unduplicated online advertised vacancies were new ads that did not appear in September, while the remainder are reposted ads from the previous month. The 2.5 percent decrease in total ads was caused primarily by a 2 percent decrease in new ads. Despite these declines, over-the-year (October'06 - October'07) total ads and new ads rose 8.6 percent and 13.8 percent, respectively.
The national decline in advertised vacancies between September and October '07 reflected a lower volume of ads in eight of the nine Census regions (ad volume was virtually unchanged in the Middle Atlantic region). Over-the-year (October '06 - October '07) seven of the nine regions continued to show a gain in labor demand. The Mountain region once again had the highest ad rate (3.74), as four of the region's states (Arizona, Colorado, Nevada and Montana) are among the top 10 states with the highest ads rate. The central regions of the country experienced the largest over the year gains with the West South Central region leading (up 29%), followed by the East North Central region (up 19%). Despite the over-the-year gains, the growth rate in most regions slowed down in recent months. The New England region, which, despite having the second highest ads rates (3.64 ads per 100 persons in the regional labor force), declined 6% in the last 12 months. The Pacific region, which had an ads rate of 3.45, also dipped 2.4% from last year's level.
The October figures reported in the Help-Wanted OnLine Data Seriesâ„¢ reflect the sum of the number of unduplicated online job ads for each day from mid-September to mid-October. This new series, which includes data from April 2005, does not have sufficient history to allow for seasonally adjusted monthly data.
STATE HIGHLIGHTS
Alaska posts the highest ads rate in the country in October.
Montana leads the nation with the lowest supply/demand rate for the fifth month in a row.
Alaska posted 4.66 vacancies for every 100 persons in the state labor force, the highest rate in the nation, for the second month in a row. Nevada (4.51) and Colorado (4.35) were close behind in the number of advertised vacancies when adjusted for the size of the state labor force. Other states in the top five included Delaware (4.30) and Montana (4.30).
Online advertised vacancies in California, the state with the largest labor force in the nation, totaled 628,500 in October. The volume of online advertised vacancies in California was significantly above the next highest states, Texas (364,600), New York (290,300) and Florida (244,100).
“Although one cannot infer that the occupation or geographic location of unemployed persons matches the occupation or geographic location of the vacancies, looking at the number of unemployed in relation to the number of advertised vacancies provides an indication of available job opportunities for the unemployed,” said Levanon. Using the latest unemployment data available from the Federal Bureau of Labor Statistics (BLS) and computing the supply/demand ratio (unemployed/advertised vacancies), the states with the most favorable
(e.g., lowest) supply/demand rates included Montana (0.50), Idaho (0.55), Wyoming (0.61), and Delaware (0.68). There were 14 states where the supply/demand rate was less than 1.0, indicating that the number of unemployed workers was fewer than the number of online job ads. For the nation as a whole, the comparable supply/demand rate for October was 1.63 indicating that the number of unemployed persons exceeded the number of online advertised vacancies.
States where the number of unemployed persons looking for work significantly exceeded the number of online advertised demand included Mississippi (4.71) and Michigan (4.02), Kentucky (3.30) and Arkansas (3.00).
OCCUPATIONAL FOCUS
Over 317,000 ads posted for healthcare practitioners and technical occupations in October.
Management and Business/Financial occupations account for more than 30% of online ads in New York and Illinois.
“Many jobs in high demand are also, on average, among the highest paying occupations,” said Levanon. Healthcare practitioners and technical workers (317,000) and management positions (285,600) continue to be top occupations with a significant number of ads posted online. According to the latest federal hourly wage data, wages average above $44 an hour for management positions and about $30 an hour for healthcare practitioners and technicians. Also in high demand are office and administrative support (255,900), business and financial occupations (246,800), and computer and mathematical (240,900) occupations.
AUSTIN, TX METRO AREA LEADS AGAIN
Austin ranks first with 6.40 ads per 100 persons in the labor force.
Salt Lake City has the lowest supply/demand ratio in the nation.
The top metro areas in October with around six advertised vacancies per 100 persons in the local labor force included Austin (6.40) and San Jose (6.13) and Milwaukee (5.75). The number of unemployed persons looking for work was fewer than the number of advertised vacancies in 14 of the 52 metro areas for which data are reported separately. Cities across the nation where the number of advertised vacancies are plentiful in relation to the number of unemployed included Salt Lake City, Washington, D.C., Austin, Phoenix, Denver and San Francisco.
Two of the nation's largest metropolitan areas, New York and Los Angeles, were first and second in the absolute volume of advertised job vacancies in October, with 300,300 and 226,300, respectively.
Note: The Help Wanted Online Data Seriesâ„¢ is a new developmental program with research and evaluation studies ongoing in a number of areas. The comparisons in the attached tables between total ads and total unemployed at the various geographic levels are overall counts and it cannot be inferred that the detailed occupation or geographic location of the unemployed matches the occupation or geographic location of the vacancy. Additionally, there may be differences in the way the unemployed person describes his occupation versus the way an employer may describe the same job. The Conference Board welcomes interested user feedback on this important new data set but also urges users to exercise caution in the analysis and interpretation of the data.
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Conference Board Gets It Wrong on Wages Hourly Wages Down in 2007, Says AFL
EDMONTON - The Alberta Federation of Labour (AFL) responded today to a Conference Board of Canada study, released this morning, stating that wages across Canada are on the rise due to wage pressure in Alberta. The AFL points out that the study is methodologically flawed and does not reflect the actual wage patterns in Alberta for the first part of 2007.
"The Conference Board has dressed up a survey of employers as a bona fide
study," says AFL President Gil McGowan. "For all the talk of mythical wage
increases, the reality for Alberta workers is one of stagnant real wages."
The AFL points out two flaws in the Conference Board analysis. First, it
is not a report of actual wages but is instead a survey of employer
"forecasts" for the next year. Second, its reported wage increases do not
factor for inflation which is currently running at around five percent in
Alberta.
"The actual data for wages in 2007 shows a different picture than the
Conference Board conclusion," observes McGowan. "For the first seven months of
2007, average hourly earnings show no increase whatsoever - even before
factoring for inflation."
According to Statistics Canada (CANSIM Table 281-0029), the average
nominal hourly wage in Alberta was $20.05 in January 2007. In July 2007 -
seven months later - it was $20.04. If inflation is factored in, wages
actually dropped during the period.
In fact, Alberta wages are not going up during this boom, says the AFL.
"According to Statistics Canada data, average real hourly wages were lower in
2006 than it was in 1999," notes McGowan. "Workers are not getting ahead in
this boom. They are, at best, treading water."
The problem, says McGowan, is that bad labour laws, aggressive employer
tactics, the growing use of temporary foreign workers and spiraling inflation
are preventing Alberta workers from benefiting from the boom.
"When it comes to wage data, I will put my trust in Statistics Canada
over some employer survey any day," says McGowan.
"The real issue here is why wages are not going up and what we can do
about it," concludes McGowan.
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Henryk Krajewski Joins Right Management Canada As National Practice Leader For Consulting Services
Toronto - Henryk Krajewski has been named Vice President and National Practice Leader, Consulting Services, for Right Management Canada. Right Management is a wholly owned subsidiary of Manpower Inc.
In his position, Krajewski will lead Right Management Canada's organizational consulting practice and strengthen the company's brand strategy. He will report to Bram Lowsky, Senior Vice President and General Manager of Right Management Canada.
"Henryk will work with the Right Management Canada leadership team and individual markets to ensure world-class delivery solutions, strong customer satisfaction, and increase the company's visibility as a leading provider of human capital solutions," Lowsky said.
Krajewski has expertise in succession planning, executive assessment and development, and executive coaching. He is experienced in helping organizations chart their vision and human capital strategy, and in developing broad, organizational effectiveness interventions.
Krajewski is leading research on leadership assessment and development. He has published works in various peer-reviewed journals on such topics as the validity of leadership assessment/development centers, the comparative effectiveness of different executive selection techniques, and the importance of leadership self-efficacy beliefs.
Krajewski was awarded a master's degree and a Ph.D. in industrial/organizational psychology from the University of Western Ontario (UWO). His doctoral dissertation was a co-finalist for the Best Dissertation in I/O Psychology Award sponsored by the International Alliance of Human Resource Researchers, Mercer, and the Human Resources Professional Association of Ontario (HRPAO).
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Securit announces appointment of new President and Board of Directors
OAKVILLE, ON - Securit Information Security announces the appointment of a new Board of Directors and President and CEO, Robert H. Warshauer, effective October 31.
Securit's Founder, President and CEO, Greg Brophy, was tragically killed
September 30, 2007 in a small plane crash in Alaska. The ownership of Securit
has been transferred to his spouse, Mrs. Tracey Brophy.
Securit's Board of Advisors, who has provided guidance to the
organization for fifteen years, has assumed the role of Board of Directors.
Robert H. Riviere has been appointed Chair of the Board. Mr. Riviere is a
retired executive from the Royal Bank of Canada where his career spanned 41
years. Since 2001 Mr. Riviere had been a consultant to Mr. Brophy and a key
contributor to the growth of the company in becoming a market leader in
information security, including records management, data protection and
Shred-it document destruction.
The Securit Board of Directors:
- Robert H. Riviere (Chair) - Bruce McLaren
- Tracey Brophy - Michael McLay
- George Enns - David Williams
Mr. Warshauer has over 20 years of experience working with public and
private companies in a wide range of industries. Most recently, Mr. Warshauer
served as the president and member of the board of directors of Lighting
Science Group Corporation, a publicly traded advanced technology lighting
company. Previously, he was a managing director and a member of the board of
directors of Giuliani Capital Advisors. Mr. Warshauer will continue to serve
as a managing director of Kroll Zolfo Cooper, the financial advisory and
executive management firm.
"I am pleased to join the Securit team and carry on the vision of Greg
Brophy to build a leading international information security company. Securit
has experienced tremendous growth and continues to lead the market in managing
risk for its customers and safekeeping confidential information," said Mr.
Warshauer.
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Payroll employment, earnings and hours August 2007
In August, the average weekly earnings of payroll employees* increased $1.13 from July to $772.59. The year-to-date growth, calculated as the average of the first eight months of 2007 compared with the average of the same eight months in 2006, was 3.1%.
In Canada's largest industrial sectors, earnings grew for the first eight months of 2007 in manufacturing (+3.6%), health and social assistance (+3.4%), educational services (+0.9%), and retail trade (+0.2%).
Nationally, the number of occupied payroll jobs climbed 16,100 to 14,336,400 in August. Growth among the provinces varied, with Newfoundland and Labrador (+1.7%) and Alberta (+0.4%) recording the strongest gains.
The industrial sectors showing the strongest employment growth in August were mining, oil and gas extraction (+2.0%), and real estate and rental and leasing (+1.5%).
Since December 2006, the biggest gain in payroll jobs has been in construction (+5.2%). Overall, payroll employment has grown 118,700 payroll jobs since the beginning of the year (+0.8%).
The average hourly earnings for hourly-paid employees was virtually unchanged in August at $19.01. The average weekly hours for hourly-paid employees was unchanged at 31.2 hours.
*seasonally adjusted
| Average weekly earnings (including overtime) for all employees |
| Industry group (North American Industry Classification System) |
August 2006 |
July 2007r |
August 2007p |
July to August 2007 |
August 2006 to August 2007 |
Year-to-date average 20071 |
| |
Seasonally adjusted |
| |
$ |
% change |
| Industrial aggregate |
749.11 |
771.46 |
772.59 |
0.1 |
3.1 |
3.1 |
| Forestry, logging and support |
968.21 |
977.33 |
971.75 |
-0.6 |
0.4 |
0.5 |
| Mining and oil and gas |
1,338.85 |
1,419.13 |
1,436.36 |
1.2 |
7.3 |
5.0 |
| Utilities |
1,094.86 |
1,120.60 |
1,125.39 |
0.4 |
2.8 |
3.0 |
| Construction |
897.03 |
936.71 |
945.49 |
0.9 |
5.4 |
3.7 |
| Manufacturing |
904.67 |
932.91 |
935.86 |
0.3 |
3.4 |
3.6 |
| Wholesale trade |
880.23 |
916.09 |
913.57 |
-0.3 |
3.8 |
4.8 |
| Retail trade |
483.54 |
491.73 |
493.80 |
0.4 |
2.1 |
0.2 |
| Transportation and warehousing |
780.90 |
801.99 |
797.29 |
-0.6 |
2.1 |
1.8 |
| Information and cultural industries |
941.83 |
974.50 |
974.40 |
0.0 |
3.5 |
4.1 |
| Finance and insurance |
966.85 |
999.32 |
1,006.40 |
0.7 |
4.1 |
3.2 |
| Real estate and rental and leasing |
682.96 |
718.16 |
713.07 |
-0.7 |
4.4 |
6.0 |
| Professional, scientific and technical services |
974.88 |
978.86 |
981.35 |
0.3 |
0.7 |
2.2 |
| Management of companies and enterprises |
943.23 |
944.21 |
963.51 |
2.0 |
2.2 |
-2.5 |
| Administrative and support, waste management and remediation services |
598.66 |
643.57 |
633.64 |
-1.5 |
5.8 |
8.3 |
| Educational services |
801.32 |
820.11 |
823.33 |
0.4 |
2.7 |
0.9 |
| Health care and social assistance |
676.83 |
704.77 |
701.21 |
-0.5 |
3.6 |
3.4 |
| Arts, entertainment and recreation |
436.08 |
454.55 |
458.07 |
0.8 |
5.0 |
3.5 |
| Accommodation and food services |
306.29 |
322.62 |
318.53 |
-1.3 |
4.0 |
8.6 |
| Other services (excluding public administration) |
589.17 |
618.44 |
617.81 |
-0.1 |
4.9 |
5.1 |
| Public administration |
946.26 |
967.41 |
974.24 |
0.7 |
3.0 |
3.8 |
| Provinces and territories |
|
|
|
|
|
|
| Newfoundland and Labrador |
685.53 |
719.81 |
714.46 |
-0.7 |
4.2 |
3.5 |
| Prince Edward Island |
608.59 |
629.77 |
631.33 |
0.2 |
3.7 |
4.7 |
| Nova Scotia |
662.49 |
673.20 |
675.46 |
0.3 |
2.0 |
2.7 |
| New Brunswick |
680.04 |
705.41 |
707.04 |
0.2 |
4.0 |
3.7 |
| Quebec |
714.01 |
726.06 |
735.29 |
1.3 |
3.0 |
3.0 |
| Ontario |
782.21 |
802.96 |
803.94 |
0.1 |
2.8 |
2.7 |
| Manitoba |
677.06 |
704.91 |
707.85 |
0.4 |
4.5 |
4.2 |
| Saskatchewan |
692.24 |
723.96 |
719.44 |
-0.6 |
3.9 |
3.7 |
| Alberta |
801.62 |
837.12 |
834.45 |
-0.3 |
4.1 |
4.5 |
| British Columbia |
736.22 |
763.26 |
762.05 |
-0.2 |
3.5 |
2.6 |
| Yukon |
847.72 |
888.21 |
882.62 |
-0.6 |
4.1 |
2.5 |
| Northwest Territories2 |
960.88 |
1003.61 |
984.40 |
-1.9 |
2.4 |
1.6 |
| Nunavut2 |
924.29 |
1000.35 |
973.18 |
-2.7 |
5.3 |
5.1 |
| r | revised |
| p | preliminary |
| 1. | Rate of change for the first eight months of 2007 compared with the same months in 2006. |
| 2. | Data not seasonally adjusted. |
|
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Sierra Systems Names Steve Pattison Senior Vice President, Marketing and Business Development
VANCOUVER, BRITISH COLUMBIA - Sierra Systems Group Inc., a leading information technology and management consulting services company, has appointed Steve Pattison as senior vice president, marketing and business development.
"Steve has a proven track record in driving the business and corporate development strategies for IT companies," said Joe Campbell, Sierra Systems president and chief executive officer. "His success in building strategic partnerships, achieving market differentiation and leadership and increasing customer pipeline and revenues will help Sierra Systems in our plans to proactively scale our operations to meet the needs of our customers."
"Over the course of its 41-year history, Sierra Systems has developed a solid reputation for delivering IT solutions, management consulting and managed services to customers in the private and public sector. I'm excited to be a part of a company committed to creating a broader and deeper service offering to our customers and is well-positioned to take advantage of the opportunity in this rapidly growing market," Pattison explained.
Mr. Pattison's career has included executive roles with companies including Media Publisher, Inc., Interwoven Inc. and Documentum (acquired by EMC Corporation). Earlier in his career, he also worked as a senior consulting manager with PricewaterhouseCoopers. He holds an MBA from Wharton School of the University of Pennsylvania and a bachelor of science in business, MIS and marketing from the University of Minnesota.
Since 1966, Sierra Systems Group Inc. has been enabling enterprise success by delivering superior information technology and management consulting solutions. Through our extensive experience in management consulting, solutions delivery and managed services, Sierra Systems has emerged as a trusted advisor to many leading private and public sector organizations across North America. With offices in Austin, Calgary, Edmonton, Fredericton, Halifax, Hartford, Los Angeles, Olympia, Ottawa, Seattle, Toronto, Vancouver, Victoria and Winnipeg, our consultants are never far from our clients. In justice, health, government and various other industries, Sierra Systems continues to win exciting engagements in the face of stiff competition. Visit us at www.SierraSystems.com.
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Base Salaries for Administrative Professionals To Grow in 2008
Those With Industry Knowledge and Advanced Skills in Greatest Demand
TORONTO - Starting salaries for administrative professionals across the country are expected to rise an average of 4.3?per?cent in 2008, according to the just-released 2008 Salary Guide. The increase is a result of continued demand for highly skilled administrative and office support employees, business expansion, and a competitive hiring environment.
The 2008 Salary Guide is based on an analysis of the thousands of job placements managed by the company's North American offices.
"To attract and retain skilled candidates, many companies are increasing
their speed to hire and offering enhanced salaries and benefits packages,"
said Lara Dodo, vice-president with OfficeTeam. "As hiring mistakes are
costly, companies remain stringent when targeting and evaluating applicants to
ensure they possess the necessary skills and experience, and are a fit for
their organizations."
Skills and Attributes in Demand
In addition to industry background and technical expertise, hiring
managers seek administrative professionals with strong interpersonal skills,
and who show initiative and commitment to ongoing education. Employers also
seek candidates who are multilingual and can communicate with colleagues,
vendors and customers in other countries.
Industry Trends
The construction, natural resources and financial services industries are
showing strong demand for administrative professionals. Since compensation
varies by geographic region, the Salary Guide provides regional variance data
to help hiring managers adjust starting salaries for specific markets.
Other key findings from the OfficeTeam 2008 Salary Guide include:
- Mortgage assistants will see average starting salaries of $34,000 to
$42,000, a 8.2 per cent increase over 2007.
- Senior executive assistants can expect base compensation to rise
7.7 per cent, to the range of $46,000 to $62,500.
- Receptionists will see salaries in the range of $27,000 to $34,250,
an increase of 5.2 per cent.
- Base compensation for project co-ordinators will increase
4.7 per cent, to the range of $35,750 to $47,000.
- Average starting salaries for entry-level administrative assistants
will increase 4.7 per cent, bringing base compensation to the range
of $27,750 to $33,750 annually.
- Data entry specialists can expect starting salaries between $25,750
and $31,250, an increase of 4.1 per cent over 2007.
The Importance of Certification
Professional certification and specialization can further increase base
compensation, as companies continue to seek job candidates with specific
expertise. OfficeTeam research shows employers are willing to offer an average
of 7 per cent more to candidates with designations such as Certified
Administrative Professional and Certified Professional Secretary, and an
average of 11 per cent more to those who possess the Microsoft Office
Specialist certification. Multilingual applicants can command starting
salaries as much as 16 per cent higher than candidates who speak only one
language.
Starting salary information in the OfficeTeam 2008 Salary Guide is based
on the thousands of job orders handled in North America each year by
OfficeTeam staffing managers. Continuing or ongoing salaries are not reported
since many factors - such as seniority, work ethic, performance and training -
impact a full-time employee's compensation as a work history develops.
Businesses across Canada consult the OfficeTeam Salary Guide each year to
determine starting salaries for administrative staff.
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