Transcript Blah Blah Blah” Presentation to CHBA

“10 Steps to an Innovative World-Class
Industry Training System
and Skilled Workforce”
Submission to Honourable Allan Rock,
Minister of Industry
by Kerry Jothen, CEO of Human Capital Strategies
August 8, 2002
The Demographic Reality
Thousands
110
100
90
80
70
60
50
40
30
20
10
0
-10
-20
-30
1976-77
Population Growth
International
Interprovincial
Natural Increase
Projections
1983-84
BC Stats, 2002
1990-91
1997-98
2004-05
2011-12
2018-19
2025-26
Aging hits traditional
occupations harder
Occupation
Avg. Age
% 45+
Millwright/Industrial
Mechanics
44
47%
Aircraft Electrical/
Avionics Mechanics
43
48%
Heavy Duty Mechanics
42
41%
Industrial Electricians
42
45%
Computer Programmers
34
15%
*From Jock Finlayson, BCBC, May 9/02 Business Council of BC Conference
How are we doing in the global “war for
talent”?
Ability to retain welleducated workers**
36th of 47 countries
Extent of staff training*
14th of 75 countries
Cooperation in labouremployer relations***
46th of 75 countries
*
Industry Canada, Achieving Excellence: Investing in People, Knowledge and Opportunity,
February 2002, p. 55.
**
IMD Switzerland, 2001 World Competitiveness Yearbook, 2001.
*** World
Economic Forum, The Global Competitiveness Report: 2002, 2002.
Jobs Requiring Vocational and Work-Based
Training are in the Majority
Percentage of job openings in BC by
skill level between 1998-2008
10
14
17
60
ITAC, 2001
Management
Professional
Skilled
Unskilled
BC Innovation Summit – Human
Capital has become #1 factor
“Some key and immediate actions that need
to be taken in BC include:
 Revolutionizing education;
 Changing the public mindset …to the use
of innovation to drive new developments;
 Encouraging lifelong learning; and,
 Stimulating training and development in
every facet of the provincial economy.”
BC Innovation Summit Final Report, May 2002, Canadian Manufacturers and
Exporters, p. 9.
We need:
Leadership, Change and Action

“We can let the future happen or take the trouble
to imagine it. We can imagine it dark or bright—and
in the long run, that’s how it will be.” (David Gelertner,
2000)


“It is not the strongest species that survive, nor
the most intelligent, but the ones most responsive
to change.” (Sir Charles Darwin)
“When all is said and done, more is said than
done.” (Attributed to Lou Holtz, former Notre Dame U. football coach)
Step 1 – A new HR investment
tax credit

Make available Human Resource
Investment Tax Credits to
businesses and individuals whom
invest in training and education.
Step 2 – A new industry training
champion in BC

Create a new industry-led Industry
Training Corporation to champion &
oversee training for trades and
technical skills.
Industry Training Corporation

Small

Industry-driven



Focused on
occupational
standards &
credentials
Shared funding model
Industry Training
Organizations




Stimulate
competency-based
training models
Flexible delivery
Public & private
training providers
The champion for
trades & technical
skills
A Composite Sector Training Model?
Government Legislation
Industry Training Corporation
Training
Providers
Sector Industry
Training
Bodies
Occupation Committees
Training
Fund
Step 3 – A new federal-provincial
agreement


Re-negotiate a new Labour Market
Development Agreement that reflects a
stronger priority on industry training and
apprenticeship.
The current agreement represents over
$200 million in federal funds in BC for
services for EI and welfare clients. Few of
these resources focus on trades and
technical careers.
Step 4 - Adopt a sector
approach



Establish sector industry training
bodies (existing or new
organizations).
No cookie cutter – different for
different industries.
Not necessarily “sector councils”
(i.e. could be existing bodies).
Step 5 – New credential &
“branded” training model




Create a new training credential that provides for
smaller skill sets (modules) and reflects bridging
and laddering (existing and new skill areas).
Maintain and expand national standards, within
and outside the Red Seal program.
Brand new “traineeships” or “mentorships” which
allow young people (in school and unemployed) to
more easily access trades and technical jobs.
Reduce the rules and regulations for participation
in traineeships and apprenticeships.
Step 6 – Performance-based
Funding to Training Providers



Base provincial funding of training
providers on outputs and outcomes (i.e.
performance-based funding model).
Include performance indicators for school
districts to meet regarding career
awareness & career training in trades and
technical areas.
More strategic use of private training
sector to achieve public policy goals.
Step 7 – Encourage businesses to
adopt a S.M.A.R.T. approach to talent
development
Successfully
Mentoring,
Attracting and
Retaining
Talent
Ten ways for businesses to attract,
retain & motivate human resources
1.
Establish a reputation as
an employer of choice.
6.
Foster a learning
organization.
2.
Adopt explicit positive
values with input from
employees.
7.
Equally value “soft” and
technical skills.
8.
Tap into traditionally
under-utilized talent
pools.
9.
Strengthen/establish
relationships with K-12 &
PSE schools.
10.
Joint ventures with other
organizations and
educators.
3.
See yourself as a Chief
Talent Officer.
4.
Have a R&R system –
reward both
extrinsically &
intrinsically.
5.
Model and stimulate
passion among staff.
Step 8 – On-line learning
achieves 3 goals
1.
Increase employee access.
2.
Decrease employee/employer costs.
3.
Increase training space capacity.
(The provincial government could
institute a policy that at least 20% of all
full-time students’ courses are on-line.)
Step 9 – Tapping Under-Utilized
Talent Pools
Women
Particularly under-utilized in trades, technologies
(except IT), self-employment & management
First Nations
Peoples
Fastest growing segment of Canada’s workforce—
especially youth—at 920,000 by 2006
Immigrants
Highly skilled immigrants will represent almost all of
the net new workforce growth in the future
People with
Disabilities
90% of those with disabilities who are under 35 have
“mild to moderate” conditions
Displaced
Workers
45-64 year age group is growing and most vulnerable
to workplace transition (transferable skills)
At-risk, nonUniversity
Bound Youth
Tens of thousands of youth are on EI and welfare;
80% of K-12 $ goes towards the 20% who go to
university/PSE
Step 10 – Eliminate the “class”
bias against trades careers

Make trades and technical careers
more attractive to young people in your
community and business.

Initiate a comprehensive, sustained
national promotion campaign.

Engage parents, youth, educators and
the media.

A comprehensive, national sustained
campaign.
Key points to leave you with:


Demographics mean it is not just a “skills”
shortage – it’s a qualified people shortage.
As a country, province, sector, region,
company, or individual, we ignore the skills
challenge at our peril.

Action can be taken; solutions are at hand.

Collaboration, partnerships, alliances.

It’s a lot about ATTITUDE: Leadership,
Change, Action.
Contact:
Kerry Jothen
Human Capital Strategies
Telephone: (250) 213-9231
E-Mail:
[email protected]
Website:
www.humancapitalstrategies.ca