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Half day open training event for HR professionals and managers on skills shortages in Ontario and particularly Toronto, held in downtown Toronto.
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Addressing skills issues in the Toronto area
by Toronto Training and HR
May 2013
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CONTENTS 3-4 Introduction5-6 Definitions7-8 Why is there a gap?9-15 The situation in Canada16-18 The situation in Ontario19-21 Global strategies to overcome skills shortages22-23 Drill A24-27 Skills certification28-29 Initiatives where business partners with
education30-32 Skills deficiencies33-34 Global leadership skills development35-37 Senior executives38-41 The “middle skills” gap42-43 Drill B44-47 Skills of tomorrow’s employees48 Case study49-50 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
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Definitions
• Skills gap• Skills shortages
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Why is there a gap?
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Why is there a gap?
• The workforce is rapidly becoming younger
• High unemployment has started to atrophy skills at all levels
• Colleges and universities have focused on teaching to the test
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The situation in Canada
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The situation in Canada 1 of 6
• Need for more university, college and trades graduates
• Strong demand for university graduates
• University graduates have in-demand skills
• Graduates have a close connection between studies and careers
• University graduates adapt to job market changes
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The situation in Canada 2 of 6
• Opportunities are strongest for university graduates
• Job growth for university graduates continues in a tough economy
• Canada has room to grow• University students get hands-
on career preparation• Need to narrow the Aboriginal
education gap
The situation in Canada 3 of 6
INDICATORS• High-school completion• College completion• University completion• PhD graduates• % of graduates in science, maths,
computer science and engineering
• Students with low-level reading skills
• Students with high-level reading skills
• Students with low-level maths skills
• Students with high-level maths skills
The situation in Canada 4 of 6
INDICATORS• Students with low-level science
skills• Students with high-level science
skills• Adult literacy rate; low-level skills• Adult literacy rate; high-level
skills• Performance of disadvantaged
schools• Adult participation in education• Equity in learning outcomes• Foreign student index• ROI, tertiary education for men• ROI, tertiary education for women
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The situation in Canada 5 of 6LEAGUE TABLE• Canada 2nd out of 16 after Finland
MEASURING EDUCATION PERFORMANCE• Basic participants• Mainstream participants• Advanced participants
STRENGTHS AND WEAKNESSES • Strengths• Weaknesses
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The situation in Canada 6 of 6
SKILLS SHORTAGE• Occupations x 25SKILLS SURPLUS • Occupations x 20
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The situation in Ontario
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The situation in Ontario 1 of 2
• Innovation, productivity and risk aversion
• Partnerships• Science and technology• International students• Immigration• Education
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The situation in Ontario 2 of 2
• Training programs• Older workers and retraining• Labour market and mobility• National strategy
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Global strategies to overcome skills
shortages
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Global strategies to overcome skills shortages 1 of 2
• Additional training and development
• Appointing people without the skills currently but with potential to learn and grow
• Broadening the search outside the local region
• Increasing starting salaries
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Global strategies to overcome skills shortages 2 of 2
• Partnering with educational institutions to create curriculum aligned to talent needs
• Increasing the focus on improving pipeline
• Broadening the search outside the country
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Drill A
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Drill A
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Skills certification
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Skills certification 1 of 3
BENEFITS• Promote and acknowledge job
cross training• Establish a common standard of
performance across the organization
• Increase productivity and competitiveness
• Motivate staff• Improve workforce skills• Send out a positive image of the
organization
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Skills certification 2 of 3
FOUNDATION OF A CERTIFICATION PROCESS• Conduct a competency analysis
of the occupation by breaking it down into its major areas of competence, tasks and sub-tasks
• Set the expected performance standard for each task to evaluate proficiency-establish a performance rating scale and define each level
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Skills certification 3 of 3
FOUNDATION OF A CERTIFICATION PROCESS• Define the skill certification
levels• Identify any prerequisites for
skill certification• Decide how the assessment
process will occur• Establish skill certification
policies such as the application, skill assessment, certification award and certification maintenance system
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Initiatives where business partners with
education
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Initiatives where business partners with education
• Skills identified as deficient• Partnering for improvement• Business and education
partnerships• Professional association
partnerships• Training and development
programs
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Skills deficiencies
Skills deficiencies 1 of 2
• Hard skills (technical)• Soft skills (employability)
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Skills deficiencies 2 of 2IMPACT OF SKILLS DEFICIENCIES• Lose business or orders to
competitors • Delay developing new products or
services • Have difficulties meeting quality
standards • Increase operating costs • Have difficulties introducing new
work practices • Increase workload for other staff • Outsource work • Decrease productivity
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Global leadership skills development
Global leadership skills development
• Definition• People skills• Process skills
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Senior executives
Senior executives 1 of 2
• Leadership• People• Communication
• Resilience
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Senior executives 2 of 2
SKILLS MISSING• Creativity and innovation• Ethics and corporate social
responsibility• Professionalism and work ethic• Lifelong learning and self-
direction• Critical thinking and problem-
solving
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The “middle skills” gap
The “middle skills” gap 1 of 3
EFFECTIVE INITIATIVES• Multiple employers in the region
or industry sector cooperate with one another and with educational institutions to design and fund initiatives and train/hire graduates
• Classroom education is integrated with opportunities to apply new concepts and skills in actual or simulated work settings
• Training focuses in offering workers career pathways rather than just skills for the initial job
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The “middle skills” gap 2 of 3
BUILDING SUSTAINABLE SKILLS ECOSYSTEMS• Start from positions of strength,
common pain and interest• Identify a network integrator• Building skills ecosystems takes
time
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The “middle skills” gap 3 of 3
EDUCATION LINKS WITH EMPLOYERS• Colleges• Internships• Online education
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Drill B
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Drill B
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Skills of tomorrow’s employees
Skills of tomorrow’s employees
1 of 3• Strategic imagination• Provocative inquiry• Creative problem solving• Agility• Resilience
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Skills of tomorrow’s employees
2 of 3• Ability to change course in
response to innovations and shifts in the labour and capital market
• When is good enough is indeed good enough; how much information is enough basis to take action without waiting until all the data is in?
• Leaders will need more ability to see discontinuity and not look at the future as an extension of the past
Skills of tomorrow’s employees
3 of 3CHALLENGES AHEAD• Demographic shift• Work-life balance• Training/skills opportunities• Talent acquisition
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Case study
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Conclusion and questions
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Conclusion and questions
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