Current issue Newswire
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Recession only delays looming workforce shortages facing Canadian economy |
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Written by Conference Bd of Canada
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Monday, 15 February 2010 |
The recession has only temporarily slowed the onset of workforce shortages in the Canadian economy, according to the latest Conference Board of Canada publication outlining lessons from the recession and financial crisis.
“Job losses have resulted in temporary slackness in Canada’s labour market, and boomers may be temporarily delaying their retirements due to the plunge in equity markets. However, even if some baby boomers decide to delay retirement, it will likely be for only a short period of time,” says Pedro Antunes, director national and provincial forecast. “If organizations fail to adequately plan for tightening labour markets, they could lose out on employees with the required skills, which could dampen their future growth prospects.”
From peak to trough, about 400,000 Canadians lost their jobs during the 2008-09 recession. If the recovery progresses as expected, the impact of this recession on real GDP and jobs will have been much softer than in the 1981-82 recession and even the 1991-92 recession. Even at its peak, the unemployment rate through this cycle will still be lower than the average unemployment rate between 1976 and 1999.
The single most important factor shaping the labour market over the next two decades will be the retirement of the baby boom cohort. The first members of this cohort were reaching retirement age as equity markets around the world tumbled. Boomers may hold off on retirement until stock market losses are at least partially recouped. Previous Conference Board research found that expected retirement income had a significant impact on the retirement decision.
However, older, experienced workers have been largely unaffected by the current recession—providing just a glimpse of how tight labour markets might get for this cohort as baby-boomers start to retire in earnest.
Women have generally been spared from job losses compared to men. Over the past 12 months, 320,000 men lost their jobs, compared to 80,000 women—a 4 to 1 ratio.
By far, youth have been the hardest hit. Job losses for those aged 15-24 have totalled 225,000 during the past 12 months—56 percent of all reductions, occurring in a cohort that accounts for only 15 per cent of the workforce.
Sectors such as manufacturing and construction, which have disproportionately more male workers, suffered the largest job losses in the Canadian economy. Young men, many of them construction workers, have been particularly hard hit. Job losses have been harshest on unskilled workers—wage pressures remain strong for many of the skilled trades in the construction industry.
This publication, Lessons from the Recession and Financial Crisis: Lesson 3: Recession Only Delayed the Inevitable Work Force Shortages, is part of the Conference Board’s ongoing series. Previously released publications included Overview—What Caused the 2008–09 Financial Crisis and Recession?, Lesson 1-The Financial Sector is Unique and Needs New Standards, and Lessons From the Recession and Financial Crisis: Lesson 2—Public Sector Financial Institutions Prove Their Worth. The Conference Board’s Forecasting and Analysis team has examined the developments of the past year and has drawn key lessons for the world and for Canada that deserve priority discussion among policy makers and business leaders.
For more information, visit www.conferenceboard.ca.
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Good leaders need to talk less, listen more, finds study |
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Written by Workplace Staff
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Monday, 15 February 2010 |
Strong leadership results in dramatic effects on work engagement, team performance and innovation, according to a recent study of leadership in the Canadian workplace. However, the report also shows that poor leadership has negative effects on employee morale, project success and working relationships.
The study, conducted by Psychometrics Canada, a leading assessment publisher and consultant for the development and selection of people in business, government and education, which involved a poll of 517 human resources professionals across Canada, confirms that leadership is seen as an important area of organizational functioning and development. The majority (63.2 per cent) see leaders as having a lot of influence over their organizations’ success, with only 2.5 per cent reporting that leaders have very little influence. The most common effects of good leadership are increased motivation (85.5 per cent), improved working relationships (85.1 per cent), higher team performance (80.7 per cent), better solutions to problems (68.9 per cent), and major innovations (41.6 per cent).
Leadership does have its downside, however. When not properly used, leadership can have negative effects. HR professionals have witnessed good people quitting and a lack of morale (91.7 per cent), employees’ skills not being utilized (87.2 per cent), feuding staff members (68.3 per cent), and failed projects (60 per cent). Three-quarters (76 per cent) have also witnessed a disconnection between the organization’s goals and its employees’ work.
"These figures should be a strong alert to organizations that poor leadership could be causing them major problems,” says Shawn Bakker, psychologist at Psychometrics Canada. "Our results show that leadership is influential, and organizations with effective leadership in place are realizing a wide range of benefits including increased financial performance and improved work relationships."
When asked to rate the importance of various leadership skills to success, 90 per cent of respondents reported that communication is critically important, followed by dealing with change (52.6 per cent), managing people (48.2 per cent), setting goals (37.5 per cent), solving problems (30.3 per cent), and project management (12 per cent).
The study also uncovered a serious gap between the ratings of importance for these skills and leaders’ current level of effectiveness. Only 27.8 per cent of respondents rated leaders’ communication skills as effective, even though nine out of 10 see communication as a critical skill. Twenty-four per cent of respondents indicated that the leaders they know are not effective when it comes to dealing with change.
Respondents cited a number of obstacles that get in the way of today’s leaders developing their skills. These include leaders not seeing the need for improvement (67.5 per cent), not having enough time (63.1 per cent), lacking support from superiors (50.1 per cent), and having inadequate training budgets (41.6 per cent).
Recommendations for leaders
Recommendations for leaders to be more effective included:
- talking less and listening more (81.4 per cent),
- providing clear expectations (78.1 per cent),
- having more informal interaction with staff (75.6 per cent),
- clearly communicating how the organization plans to manage change (89.4 per cent),
- assigning tasks to staff based on their skills rather than office politics (71.4 per cent),
- holding people accountable (67.7 per cent),
- giving employees more responsibility (64.6 per cent),
- overcoming resistance to change (48 per cent), and
- deferring to people with greater expertise (63.1 per cent).
“What surprised me from our research was that, even with the understanding that leadership is key for organizational success, the leaders themselves were not actively pursuing their own development – despite the opportunities available,” says Mark Fitzsimmons, president of Psychometrics Canada.
To read the complete report, visit www.psychometrics.com/docs/leadership.pdf.
Fact Sheet
- From November through December 2009, Psychometrics Canada surveyed 517 HR professionals currently working in Canadian organizations. These individuals work in business, government, consulting, education and not-for-profit sectors.
- The majority of people see leaders as influential. Yet, six out of 10 people also believe that leaders are given too much credit for what their organization accomplishes. So although leadership is significant, its impact may be overstated.
- It does not matter whether leaders are in business, government, consulting, education, or not-for-profit; the ranking of skills’ importance does not change.
- Three out of four HR professionals have seen feeble management of people lead to wasted time, duplicated efforts and poor working relationships. More than half of the survey respondents have observed team members working against each other as a result of ineffective leadership.
- Other problems that come from poor leaders are missed opportunities, workplace conflict, increased sick days and absences, and qualified people being shown the door.
- 10.8 per cent of respondents have seen the inability to lead through change result in a company going out of business.
- Almost three-quarters have seen employees resist change that management proposes because it was poorly managed.
- 67.3 per cent of respondents said the ideal leader for their organization would be “someone who is democratic and involved, focuses on working with and through people.”
- Based on a sample of 26,477 leaders (Center for Creative Leadership), 40 per cent of people in leadership roles today are described as being thorough, orderly and focused on organizational stability and consolidating systems. Thirty-nine per cent of leaders say their style is being pragmatic and analytical, and focusing on the development of long-range, comprehensive plans. Only 12 per cent of today’s leaders have a primary style that is democratic and involved.
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Tech etiquette outlaws: are you one of them? |
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| Poor ‘gadget’ manners in the workplace increasing, CIO survey reveals |
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Written by Workplace Staff
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Monday, 15 February 2010 |
The use of gadgets such as smartphones and other handheld devices may make employees more productive, but they haven’t made the workplace more polite, a new survey suggests. More than four in 10 (42 per cent) chief information officers (CIOs) interviewed have seen increased instances of poor workplace etiquette resulting from more frequent use of mobile electronic devices.
The survey was developed by Robert Half Technology, a leading provider of IT professionals on a project and full-time basis, and conducted by an independent research firm. It was based on telephone interviews with more than 270 CIOs from companies across Canada with 100 or more employees.
CIOs were asked, “In your opinion, what effect has the increased use of mobile electronic gadgets – such as cell phones, smartphones, handheld devices and laptops – had on workplace etiquette in the past three years? Have the number of breaches in workplace etiquette increased, decreased or remained the same?” Their responses:
Increased significantly: 18%
Increased somewhat: 24%
Remained the same: 49%
Decreased somewhat: 4%
Decreased significantly: 2%
Don’t know/no answer: 3%
“Electronic gadgets have facilitated increased productivity amongst employees, but they may also cause interruptions in the workplace,” says Megan Slabinski, president of Robert Half Technology’s Canadian operations. “Although tech etiquette protocols vary by business, it’s a sound decision to offer your undivided attention whenever collaborating with colleagues.”
Slabinski adds that it’s easy to inadvertently offend people when you’re moving too quickly. “With all of the tech options, the most savvy communicators will consider the best tool for the message.”
Robert Half Technology identifies five types of tech-etiquette offenders, and offers tips for making sure you’re not one of them:
1. The Misguided Multitasker. This person thinks that e-mailing or texting during a meeting or conversation demonstrates efficiency. But others may regard it as a sign he prizes his BlackBerry more than the company he keeps. Unless you want to create potential animosity at work, use your handheld device only in an urgent situation and step out of the room to reply.
2. The E-mail Addict. If you’ve ever played e-mail tag with a colleague, you’ve likely encountered this person. She relies on a constant stream of e-mails, instant messages or texts to communicate all of her needs, often thinking it will save time. But excessive messaging, particularly regarding trivial things, can be inefficient and disruptive. Often a phone call or in-person discussion can resolve issues more quickly.
3. The Broadcaster. This person has no shame when it comes to using his cell phone anytime, anywhere – Including open office halls and the public restroom – to discuss anything. When using your cell phone in common areas, it’s not only disrespectful but also potentially off-putting to others. Keep private conversations limited to private places.
4. The Cyborg. Rare is the chance you see this person without the blinking glow of a Bluetooth headset or iPod earbud nestled in her ear. Keeping a wireless earpiece or headphones constantly plugged in signals to others who may need to speak to you that your attention is not available. Show that you are accessible to your colleagues by using earpieces in the office with discretion and consideration for those around you.
5. The Distractor. This person may have good intentions in setting his phone to vibrate rather than torturing colleagues with a cheesy ringtone, but hearing it repeatedly buzz loudly on a desktop or during a meeting can be just as distracting. A better solution: Set your phone to silent or keep it in your pocket.
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Catalyst Canada launches The Catalyst Canada Honours |
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| Opens nominations for Champions of Women in Canadian Business |
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Written by Workplace Staff
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Monday, 15 February 2010 |
Catalyst Canada announces a call for nominations for The Catalyst Canada Honours – Celebrating Champions of Women in Business, which recognizes individuals who have made a critical and visible difference to women’s advancement. Reflecting the crucial role played by senior executives in support of diversity, The Catalyst Canada Honours will pay tribute to the achievements of three champions – a CEO/Firm Leader, a Business Leader, and a Human Resources/Diversity Leader – who in their careers exemplify exceptional leadership around advancing women in their organizations, industries, and communities. With anticipation that these women and men serve as powerful role models, The Catalyst Canada Honours hopes to inspire women and men leaders to step up and become champions themselves.
The introduction of the Catalyst Canada Honours marks Catalyst's tenth anniversary in Canada. Both will be celebrated at a gala dinner chaired by Bill Downe, president and CEO, BMO Financial Group, on October 6, 2010, in Toronto.
"BMO and Catalyst have a long-standing partnership that's built on a shared aspiration," says Downe. "The opportunity for us all to become personally involved and to benefit from advancing talented women to leadership is the reason behind The Catalyst Canada Honours."
"When Catalyst Canada opened its doors ten years ago, visible champions of women in business were rare," says Deborah Gillis, vice president, North America, Catalyst. "Today the environment has shifted significantly. It's widely recognized that advancing women to senior executive and board positions is good for business, and champions are vital to this progress. In celebrating today's champions, we hope to inspire a robust pipeline of women and men leaders who will mentor, support, and promote the advancement of women in Canadian business."
GUIDELINES AND NOMINATIONS
Catalyst Canada looks for leadership behaviours that have had a visible impact on the advancement of women both inside and outside the nominee's organization: motivation and understanding; mentorship and sponsorship; role modeling; work-life effectiveness; and influencing others. Nomination submissions are due March 23, 2010.
For inquiries about The Catalyst Canada Honours nomination process or to purchase tables for The Catalyst Canada Honours dinner, contact Diana Nind at
This e-mail address is being protected from spam bots, you need JavaScript enabled to view it
or 416-815-7600 ext. 621.
Founded in 1962, Catalyst is the leading non-profit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business. With offices in the United States, Canada, and Europe, and more than 400 preeminent corporations as members, Catalyst is the trusted resource for research, information, and advice about women at work. Catalyst annually honours exemplary organizational initiatives that promote women's advancement with the Catalyst Award.
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Just over half of Canadians love their job, but crave better compensation |
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Written by Workplace Staff
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Monday, 15 February 2010 |
A new Workopolis survey shows that half (53 per cent) of working Canadians love their current jobs. But nearly six in ten (58 per cent) cite better compensation and benefits as a means to increase the affection for their job. Better work/ life balance and more opportunities to learn/ develop rounded out the top three attraction drivers that Canadians were looking for in a potential employer.
Additional poll highlights include:
Reasons to stay: 16 per cent of Canadians continue to stay in their current position because it pays the bills, while 14 per cent are afraid to make a change
The older you get the more you love your job: Canadians aged 35-44 are more likely to love their job than those aged 25-34.
The laws of attraction: Quebeckers have the strongest feelings about compensation and benefits, while those in the Prairies would prefer a better work/ life balance.
The Workopolis for the Love of the Job Poll was conducted by Harris/Decima between January 21 and 24, 2010 via a national omnibus telephone survey among a representative sample of 577 working Canadians. The margin of error is +/-4.1% 19 times out of 20.
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