1 Demographic Trends: Canada small spread out population + large land mass = high infrastructure costs population pyramids: middle-age spread/boomers aging population current fertility rate (1.5)

2 Canada Population Pyramid, 2001 (%) Source: Statistics Canada

3 depression/wartime bust; born aged 6-76 (in year 2006); postwar babyboom born aged in 2006; postboom bust; born ; aged in year 2006; babyboom echo born ; aged in 2006 continuing bust 1996 on Demographic Groups

4 Halton Population Pyramid, 2001 (%) Source: Statistics Canada

5 Demographic Trends: Halton slightly younger than Canadian profile very mobile population Stronger growth rate than the provincial average with Milton and Oakville leading the way an immigrant-receiving province/region

6 Trends: boom/bust cycles Boom groups: face more (within-group) generational crowding; generally boom groups have a harder time throughout their lifetime; Results in excess labour supply and lower wages Bust groups: face less generational crowding; generally bust groups have a smoother sail through life Results in labour shortage and higher wage rate

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8 Trends: Career Patterns steady state career pattern: vocation, one lifetime job; seniority, security important linear career pattern: promotion-centred, climbing the career ladder; power spiral career pattern: many jobs, lateral moves; re-education and training transitory career pattern: contract, project work; many jobs; teams, variety

9 Career: interaction effects Demographic bust + economic boom = very favourable interaction effect for depression/wartime baby bust Demographic boom + stagnant/variable economy = overall less favourable interaction effect for baby boom Current bust: more variable

10 Trends: postwar changes rising prosperity, rise in standard of living, acceleration of tech development economic boom with small labour force tall organizational hierarchies 1970/80s changes: oil price shocks; globalization, downsizing and delayering

11 Changing factors affecting careers career pattern shifts: from stability to flux delayering and flattening corporate hierarchies stagnant wage growth since mid 1970s rising skill requirements and tech change lifelong learning

12 Delayering: Dupont Example In order to compete, Dupont flattened their hierarchy in the early 1990s: Before: Dupont lost business prior to flattening their hierarchy because new projects had to survive 4 levels of review –very time consuming (in the 1980s) Now: Dupont is faster as new projects have to survive just one level of review (with flatter pyramid, more autonomy and more participatory mgmt)

13 Real wage growth (family income) 1950s: 50% 1960s: 40% 1970s: 22% 1980s: 3% 1990s: 8% Taking into account tax increases and inflation

14 Changing factors affecting youth and careers slower to leave home sometimes boomerang back (cluttered nest) increased educational participation (no longer job-ready at end of high school) more difficult school-to-work transition career shifters and lifelong learners

15 Changing factors affecting youth and careers quote: the 1990s will be looked upon as the decade when the labour market divided into the educational haves and have-nots; -in an economy that puts a premium on knowledge (and credentials), higher levels of education are becoming a must for young people Source: Globe and Mail, B. Little Oct, 1999.

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20 Trends: Changing workplaces increasing diversity in labour force including: more women, more visible minorities, greater education more flexible policies to suit workforce flexible work hours, flexible benefit plans

21 decreasing portion of life cycle in labour force slow growing labour supply (flat by 2016) babyboom echo entering labour force unknown labour demand (importance of the economy) continued technological change Labour force supply issues in the 21 st century

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23 Trends: Tech change affecting the workplace Gallatin Steel : It used to take 5000 people to produce as much steel as Gallatin’s 300- person workforce can produce in 1995! 40% of their workforce has college or university degrees from: 1 st college, then the mill, Globe and Mail ROB, August 29,1995

24 Generational differences most changes are a long time coming (eg less automatic respect for authority) age cycle vs generational differences Reactions to economic conditions tech changes (comfort with technology)

25 Trends: Strategies for Retention provide skill building and professional growth offer career planning & mentoring offer leaves (especially for those in remote locations) offer flexible benefits and work hours be life friendly (work-life balance)

26 Trends: Strategies for Sustaining Talent keeping talent tuned in and turned on investing in human capital with basic skills training (eg presentation skills) providing challenging work with training and support retention strategies will be paramount

27 HRP can be proactive: Labour Force of next 2 decades already born Increasing importance of immigration Retention strategies Increasing emphasis on lateral job changes, eg job rotation, career planning and lifelong learning Changing workplace practices: HRP