1. CANADIAN LABOUR AND BUSINESS CENTRE www.clbc.ca LMI: Crucial in a Time of Change A Presentation to the Third Annual National LMI Forum, Vancouver, BC, May 18, 2004, Derwyn Sangster, Director, Business, Canadian Labour and Business Centre

2. CANADIAN LABOUR AND BUSINESS CENTRE 2 “In 2003-4,CME Members told us that lack of qualified personnel was one of the top three constraints on performance improvement” – Perrin Beatty, President, Canadian Manufacturers and Exporters, April 2004 “We know we have workers who want training. And what do we have? A skills crisis.” - Ken Georgetti, President, Canadian Labour Congress, September 2003

3. CANADIAN LABOUR AND BUSINESS CENTRE 3 Shortage of Skilled Workers A serious problem – on the rise

4. CANADIAN LABOUR AND BUSINESS CENTRE 4 The Workplace Skills Challenge: A Time of Change >Major workforce shifts and trends: >Slower labour force growth >Aging population; trends to earlier retirement >Competition for skills taking on an international dimension >Recruitment/retention issues >Emerging skill requirements (new technology, hard and soft skills)

5. CANADIAN LABOUR AND BUSINESS CENTRE 5 Labour Force Growth Drops Below One Percent

6. CANADIAN LABOUR AND BUSINESS CENTRE 6 The Near-Retirement Population is Increasing

7. CANADIAN LABOUR AND BUSINESS CENTRE 7 Top 5 Actions to Address Skill Requirements ManagersLabour Leaders privatepublicprivatepublic Upgrading Skills of Current Employees1214 Improve Succession Planning2131 Specific Measures to Retain Current Employees3453 Mentoring of Young Workers by Older Workers4322 Hiring Young Labour Market Entrants554 Phased-in Retirement Policies5

8. CANADIAN LABOUR AND BUSINESS CENTRE 8 Apprenticeship Statistics, Canada

9. CANADIAN LABOUR AND BUSINESS CENTRE 9 Employer-Sponsored Training: Them That Has, Gets

10. CANADIAN LABOUR AND BUSINESS CENTRE 10 Statistics Canada: An Increasing Dependence on Immigrants for Labour Force Growth

11. CANADIAN LABOUR AND BUSINESS CENTRE 11 Statistics Canada… the ‘Transition Penalty’ Has Been Increasing

12. CANADIAN LABOUR AND BUSINESS CENTRE 12 Dependence on Immigrants: Ontario, British Columbia, Quebec OntarioBritish Columbia Quebec Share of New Immigrants, 1991- 2001 57.1%19.1%12.8% Immigrants’ Share of Labour Force Growth, 1991-2001 97%60%61%

13. CANADIAN LABOUR AND BUSINESS CENTRE 13 Perceived Importance of Immigration in Addressing Skill Needs: Ontario, British Columbia, Quebec

14. CANADIAN LABOUR AND BUSINESS CENTRE 14 Views on Importance of the Aboriginal Workforce – Manitoba & Saskatchewan

15. CANADIAN LABOUR AND BUSINESS CENTRE 15 In This Skills Challenges Context, Why Does LMI Matter to CLBC? The answer is defined by: >Our Stakeholders >Our Mission >What we do, and what we care about

16. CANADIAN LABOUR AND BUSINESS CENTRE 16 CLBC’s Stakeholders Independent national organization Multipartite Board (business, labour, government and education) Co-chaired by Labour and Business CLBC’s Mission To improve public policy and business and labour practices, especially at the workplace level To improve dialogue among all parties

17. CANADIAN LABOUR AND BUSINESS CENTRE 17 What CLBC Does, What CLBC Cares About >Applied research, analysis, consultation; >Focus on labour market, skills, skill shortages and learning issues >Interests at international, national, sectoral and workplace levels

18. CANADIAN LABOUR AND BUSINESS CENTRE 18 For Its Stakeholders and Mission, CLBC Must Have: >Capacity to interpret the labour market through independent, credible LMI/analysis >Capacity to provide balanced commentary which understands the perspectives, LMI needs and contributions of our stakeholders >Particular concern for the needs of the workplace parties; strong understanding of workplace issues >A pragmatic rather than academic approach, with emphasis on information sharing with stakeholders

19. CANADIAN LABOUR AND BUSINESS CENTRE 19 CLBC’s Activities Mean We Must Have: >A capacity not only to use the LMI and analysis generated by others, but to generate our own, to meet the needs of our stakeholders >A strong overview of the issues and LMI sources related to the labour market as a whole >A capacity to deal with LMI and analysis at the firm, sector or various geographical levels

20. CANADIAN LABOUR AND BUSINESS CENTRE 20 Thus, a Strong CLBC Interest in Issues Such As: >Apprenticeship; >Worker retention and knowledge transfer; >Aboriginal issues; >Foreign credentials recognition; >Enhanced language training for immigrants; >Essential skills; >Sectoral human resources issues.

21. CANADIAN LABOUR AND BUSINESS CENTRE 21 CLBC’s Future Plans/Hopes: >To continue to serve its stakeholders; >To maintain its program of research and consultations based on LMI/analysis >To host the Canadian Council on Learning’s Adult and Workplace Learning ‘Node’

22. CANADIAN LABOUR AND BUSINESS CENTRE 22 The Canadian Council on Learning: A Potential Major LMI Innovation Mandate: >Informing Canadians regularly on Canada’s progress on learning >Disseminating knowledge and information on learning among Canadians

23. CANADIAN LABOUR AND BUSINESS CENTRE 23 Proposed Coverage of CCL All aspects of ‘lifelong learning’, including: >Early childhood education >K-12 >Post-secondary education >Adult and workplace learning

24. CANADIAN LABOUR AND BUSINESS CENTRE 24 Adult and Workplace Learning ‘Node’ CLBC sees Priority Areas of Activity in LMI terms: >Informing Canadians about the State of Adult and Workplace Learning >Knowledge/Information Exchange (Enabling Canadians to inform one another of what they are doing in this area)

25. CANADIAN LABOUR AND BUSINESS CENTRE 25 Informing Canadians >Annual Report to Canadians on Adult and Workplace Learning >Research program driven by Annual Report

26. CANADIAN LABOUR AND BUSINESS CENTRE 26 Knowledge/Information Exchange >Adult and Workplace Learning Portal >Systematic research on innovative practices in adult learning >Promoting strategic knowledge exchange in specific areas (PLAR, Essential Skills, Literacy, Foreign credentials recognition, etc.)

27. CANADIAN LABOUR AND BUSINESS CENTRE 27 In Summary: >Canada faces dramatic skills challenges; >CLBC, through its stakeholders, is heavily involved in these issues; >The need for clear and credible LMI/analysis has never been greater; >Viewed through an LMI lens, the CCL is a potentially important future tool.

28. CANADIAN LABOUR AND BUSINESS CENTRE www.clbc.ca Thank you! Derwyn Sangster Director, Business, Canadian Labour and Business Centre d.sangster@clbc.ca