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Content in this category pertains to material about the state of the workforce and different initiatives that are in place to promote labour force inclusivity.

2013 – 2014 Talent Management and Rewards Study — North America

At a glance: Fewer than four in 10 employers (37%) say their employees understand how they can influence their careers. A reported 41% of organizations have problems retaining critical-skill employees, and the percentages have been trending upward the last four years. Nearly one-quarter of organizations give bonuses to employees who fail to meet expectations — and close to two in 10 give employees the same bonus regardless of individual performance.

A case for pan-canadian competency framework

There are 400,000 Canadian jobs looking for people, and more than 1.32 million Canadians looking for jobs. These unfilled jobs mean unnecessary unemployment, costs to individuals and communities, and lost productivity and profit for employers. One study estimated that skills gaps and mismatches in Ontario alone cost that economy $24.3 billion a year.   View

A Challenging Future for the Employment Relationship: Time for affirmation or alternatives?

This note discusses the evolution of the employment relationship, the stresses posed by the changing organization of work, the prognosis for fundamental alteration of the relationship, and regulatory challenges in providing adequate protection to workers in evolving employment relationships View

Aboriginal Engagement in the Workforce

Overview of several programs provided by members of TASC to promote Aboriginal worker inclusion.

An exploration of the determinants of the subjective well-being of Americans during the Great Recession

This paper uses data from the American Life Panel to understand the determinants of well-being in the United States during the Great Recession. It investigates how various dimensions of subjective well-being reflected in the OECD Better Life Framework impact subjective well-being. The results show that income is an important determinant of subjective well-being. The unemployed and the disabled are significantly less satisfied with their lives than the working population, while the retired and the homemakers are more satisfied. The paper expands the existing evidence by showing that homeowners, registered voters and those with access to health insurance have higher levels of subjective well-being.

Better Business Outcomes Through Workforce Security: A Business Case Framework

Major shifts in the Canadian and global economy—including a more competitive global market, capital mobility, a transition from manufacturing to services, and the proliferation of technology—have profoundly affected both businesses and the people that work for them. These shifts, and in particular, the economic shocks of the early and mid-1990s and 2008, contributed to low confidence among business leaders in growth prospects for their organizations, countries and the global economy.1 The labour force has broadly reflected these shifts and the associated uncertainty among businesses. There has been a significant increase in insecure employment: in the past 25 years, temporary and solo self-employment with no employees have grown by almost 60%.2 There is growing evidence that these changes are negatively affecting the robustness of our economy and the ability of companies to compete globally.3 However, a recent KPMG survey of nearly 1,300 CEOs from many of the world’s leading companies revealed that business leaders believe that we are entering a period of significant change and opportunity, driven by rapid technological innovation.4 CEOs are more confident in their ability to transform and grow their organizations and recognize that to transform their organizations and drive growth, it will be critical to become more dynamic, redesign operating models, broaden collaboration and develop a people strategy to build the talent of existing and future workers in all roles. These changes have the potential to drive broader social changes and provide the foundation for an improved economic climate for companies to operate within. View

Better Work: The path to good jobs is through employers

Among industrialized countries, Canada has the highest proportion of residents with a post-secondary education, yet we also have the highest rate of degree holders working in jobs earning half the median income or less. And a rise in precarious employment and the widening gap between knowledge sector jobs and entry-level jobs is creating income disparity. This report examines our under-performing labour market and challenges the popular notion that the threat to good jobs is inevitable.

Building a Highly Skilled and Resilient Canadian Workforce Through The FutureSkills Lab

Canadian workers face a rapidly changing economy which will have a profound impact on the nature of work and jobs of the future. To be equipped for this change, there is a critical need for Canada to rethink our approach to learning, work, and training. Nearly half of Canadian jobs are at high risk of being affected by automation over the coming ten to twenty years. The rise of the “gig economy” means that an increasing number of Canadians will find employment through independent contract work, and therefore not be afforded access to traditional employer-led training and development. While automation and technological change promises to be economically productive, and will likely result in the creation of new jobs, these changes mean that Canadian workers will have to adapt to employers’ and consumers’ rapidly evolving requirements.

Business Benefits of Accessible Workplaces

A new report published by the Conference Board of Canada says that persons with disabilities frequently match the skills and education levels of persons without disabilities but are nevertheless 3 times as likely to be unemployed or out of the labour force. Overlooking persons with disabilities comes at a cost to businesses, who are missing out on a number of opportunities including better access to some consumer markets, improved customer loyalty, better job retention, lower turnover, and enhanced job performance and work quality.

Canada Works 2025

What should decision-makers do today to best position Canadian workplaces for success in 2025? 

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