In 2008, just over 1.8 million self-employed people worked at home, or 60 per cent of the total, up from 50 per cent or 1.4 million eight years earlier.
Robyn Bews, program manager for WORKshift with Calgary Economic Development,
According to economic development, research consistently reveals that employees who telework two days per week are 15 to 40 per cent more productive than their office counterparts
Bews estimates that 10 per cent of Calgary employees are working outside the normal office environment one day or more a week.
"The biggest obstacle to this is middle management and there's a tendency to still feel like 'if I can't see someone, it means they're not working'," said Bews. "So those are certainly the people that we're working with.
Bews said Calgary is growing. There is an increase in urbanization. Commuting to work is taking longer. Gas is getting more expensive. Technology is getting better.
Tighter labour market means businesses must have succession plan
Calgary Economic Development
Companies that don't place a high priority on identifying, mentoring and training high-potential employees to move through the talent pipeline are going to be left in the dust when the economy picks up and the baby boom generation retires during the next decade
Lafarge also reaches out to university graduates for long-term succession planning, visiting campuses across the west to raise awareness of career pathways within what has traditionally been seen as the male-dominated industry of building materials.
Diversity is another large component to its succession plans.
Too often, large corporate divisions develop succession plans in silos, making it difficult to align workforce needs into the bigger entity's long-term HR strategy
However, we can do more to make our campuses more welcoming. The survey indicates improvement opportunities in helping with living accommodations, showing greater sensitivity to racial issues and concern for individuals’ academic progress, and reaching out to involve them in extra-curricular activities.
Financially, institutions benefit from recruiting international undergraduate students. Average tuition for international undergraduate students is about $4,000 to $5,000 more than what institutions receive from domestic students’ tuition and government operating grants.
However, at the graduate level, institutions receive less in tuition from international students than they do from tuition and provincial government grants for domestic students.
Attracting more international students to Ontario’s universities has many benefits for our schools and our economy. However, in strict financial terms; while the institutions have the incentive to attract international undergraduate students, they do not have the incentive to attract international graduate students. If Ontario is to pursue the worthwhile objective of attracting more international students, we need to think through the financial incentives carefully.
Labour Force Development
Organizational Unit
Name
Phone
Title
Main Number
780 644-4306
Boehm, Marilynn
Executive Director
Labour Force Development
Employment and Immigration
6th fl Centre West Building
10035 - 108 Street
Edmonton, AB
T5J 3E1
Phone:
780 422-1851
Fax:
780 422-6400
E-mail:
marilynn.boehm@gov.ab.ca
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Mail Label
Labour Force Development
Organizational Unit
Name Phone Title
Main Number 780 644-4306
Boehm, Marilynn
Executive Director
Labour Force Development
Employment and Immigration
6th fl Centre West Building
10035 - 108 Street
Edmonton, AB
T5J 3E1
Phone: 780 422-1851
Fax: 780 422-6400
E-mail: marilynn.boehm@gov.ab.ca
Mail Label
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78
Alido, Editha
Market Research Team Leader, All Markets
Strategic Marketing
Employment and Immigration
4th fl Commerce Place
10155 - 102 Street
Edmonton, AB
T5J 4L6
Phone:
780 644-3133
Fax:
780 644-3329
Alido, Editha
Market Research Team Leader, All Markets
Strategic Marketing
Employment and Immigration
4th fl Commerce Place
10155 - 102 Street
Edmonton, AB
T5J 4L6
Phone: 780 644-3133
Fax: 780 644-3329
E-mail:
If its plans aren’t blocked by costs or labour problems, Horizon could reach 250,000 barrels of daily production capacity in the “2017 range,” Mr. Laut said. “But we have no problems pushing that back if we don’t get competitive bids from contractors to go forward.”
The new construction schedule has several tangible benefits. Instead of the 10,000 workers that built the first phase of Horizon - or the 7,500 that were initially expected for the expansion - CNRL now intends to keep its labour force under 5,500 workers. And it will limit annual spending to between $2-billion and $2.5-billion per year.
Many immigrants educated overseas can face a complex and lengthy process when trying to get their foreign-earned qualifications recognized. Progress means a shorter and simpler path," said Thomas Lukaszuk, Minister of Alberta Employment and Immigration
WorkforceEEDC's workforce development program continued forits fourth year in 2009. With industry, education andgovernment partners, EEDC addressed regional labourchallenges and helped to plan for anticipated increases in thedemand for skilled labour in 2010. The program supportedthe Edmonton Region Immigrant Employment Council, whichhelps immigrants gain experience working in Canada andprovides tools to help them find meaningful employment.Workforce development created opportunities for businessesand workers to connect through its enhanced web presenceat edmonton.com. The site informs employees aboutliving, working and educational opportunities in Edmonton.Employers were connected with programs designed toassist under-employed and unemployed segments of thelocal workforce. To address higher rates of unemployment,information was provided on how to access employmentopportunities in the Edmonton region.
Productivity & Innovation
Productivity improvements within the Edmonton regioncontinue to be a major focus for EEDC. Manufacturersand producers are experiencing increased internationalcompetition. With partners including the Government ofAlberta, we offer industry the opportunity to reviewbusiness processes, product improvements, evaluatenew markets, reinvent business models and explore newtechnological innovations.EEDC was actively involved in producing Reaching NewMarkets, a seminar that provided insights into new waysof growing business during challenging times. As part of aleadership development series, EEDC sponsored At the Speedof Trust by Stephen M.R. Covey at the Shaw ConferenceCentre in June. EEDC co-ordinated two best practicesmissions to Ontario in which corporate participants wereexposed to world-class manufacturers that have made greatstrides in productivity improvements.EEDC supported the heavy oil industry's National Buyer/SellerForum, which attracted 650 delegates from around the world,providing local companies the opportunity to sell into thein
Workforce DevelopmentThe shortage of skilled workers was unquestionably the mostimportant challenge faced by Edmonton industry in 2008. Inits third year, EEDC's Edmonton Workforce Connection (EWC)program continued in conjunction with industry and governmentto address regional labour challenges. EWC worked with industrystakeholders, immigrant-serving agencies, the City of Edmonton,educational institutions and Alberta Employment and Immigrationto launch the Edmonton Region Immigrant Employment Council.This organization was created to help address the underemploymentof skilled immigrants in the region.EWC also provided new opportunities for businesses and workersto connect. These included developing the Employers of Choicewebsite to highlight local employers, creating a link to WOWJobs that enabled companies to advertise job opportunities, andconnecting Edmonton employers to university career centresacross Canada.EWC has a new name - EEDC's Workforce Development Program- and new challenges. The focus of the program will be optimizingthe labour force to address a growing skills shortage that isdriven by an aging population, competition, innovation and newtechnologies. Alberta employers are reassessing their needs andthe future of their businesses in light of the economic slowdown.EEDC will continue to need blue and white-collar workers who areemployed to their maximum capacity to rebuild the economy.
Productivity & InnovationIn 2008, EEDC made a strategic decision to be a leader inpromoting greater productivity through innovation in the Edmontonregion.In collaboration with the province and cities across Alberta, EEDChosted Innovative Manufacturing Works tours in Edmontonin October 2008. Thirty industry representatives visited threeEdmonton-area manufacturers, which are focused on continuallyrefining their processes to achieve peak efficiency. Events such asthese improve public awareness of the capability of local industryand encourage other firms to adopt be
Workforce Expansion and ImprovementThe shortage of skilled workers is unquestionably one of themost important challenges faced by Edmonton industry. Moreover,demographic forecasts indicate that today's acute labour shortageswill only become worse without strategic initiatives to grow ourworkforce through immigration and increased participation ratesfrom under-employed segments of society. Increased productivityand innovation within organizations are also part of the long-termsolution.EEDC's Edmonton Workforce Connection program continues tostrategically implement practical initiatives, in conjunction withindustry and other levels of government, to address regionallabour challenges. These initiatives will continue to be focused onbusiness development (primarily through improved productivityand innovation), labour retention and labour attraction.
The other challenge for policy makers is predicting labour market demand – just because hiring is strong in a field now doesn’t mean it will stay that way in two or three years time
retraining can backfire when there’s no demand at the end of it
best bang for the buck would be in investing in the basics – literacy, English-as-a-second-language training and helping people complete high school.
solid studies tend to suggest [retraining] is not the saving grace. It's not the best thing since sliced bread,” he says. Academic literature “tends to show little or no impact on a cost-benefit analysis.
best way to track the effectiveness of retraining is to compare one group that gets training with a similar group that doesn’t
Apprenticeships, co-op programs and close links with local employers tends to improve outcomes, he says.
he council will look at ways to improve Alberta's overall economic position and build on work already underway by government and industry. It will also look at the various factors that impact the province's economic growth such as regulation and fiscal policy, the availability of skilled workers, transportation and infrastructure, and productivity and innovation.