OPTIMISM REMAINS AMONG EMPLOYERS WHILE ALBERTA WEATHERS THE STORM

OPTIMISM REMAINS AMONG EMPLOYERS
WHILE ALBERTA WEATHERS THE STORM
The 2016 Hays Compensation, Benefits,
Recruitment and Retention Guide

1 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide
Contents
Highlights from Survey
Foreword
Canada at a Glance
Key Findings & Recommendations
Hiring Insights
Compensation Insights
Market Confidence
Salary Guide
Accounting & Finance
Architecture & Interior Design
Construction
Human Resources
Information Technology
Legal
Life Sciences
Manufacturing & Logistics
Marketing
Office Professionals
Oil & Gas
Procurement
Property & Facilities Management
Resources & Mining
Sales
About Us
1
2
4
6
10
28
34
46
48
62
68
84
93
106
112
120
128
134
142
147
155
170
178
184
of employers say they believe business
activity will increase in 2016
of employers say the economy will
remain static in the coming year
of employers say they plan to utilize the same
number of flexible staff in 2016 as 2015
of employers say the skills shortage has
negatively impacted their business activity
of employers say they plan to increase
their permanent headcount in 2016
of employers say they plan to increase
salary levels between 3 and 6%
58%
52%
66%
36%
34%
22%
KEY HIGHLIGHTS FROM OUR SURVEY
#EmployersSay

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 43 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide
Despite a turbulent year, Canadian employers, on the whole, remain optimistic
going into 2016. This may be hard to believe based on global economic
conditions and the oil and gas downturn, but against these odds, Canadian
employers report feeling relatively unaffected. For example, 67 per cent of
employers in British Columbia (BC) predict an increase in their business in
2016 and 65 per cent of Ontario employers share in this sentiment. To go
one step further, these same employers may not be planning a hiring spree
but they do feel confident in their ability to hold steady. Encouragingly,
41 per cent of BC employers plan to increase their permanent headcount
in the coming year while slightly more than one–third (37%) of Ontario
respondents intend to follow suit.
This is not to say that employers haven’t run into issues. They’ve seen the news and many
have experienced big bumps in the road, however, rather than making any radical changes,
they’ve adopted a slightly more conservative economic outlook while keeping both hands
firmly on the wheel. Fifty–four per cent of employers from BC and Ontario believe the
economy will remain at its current level in the coming year, while a much smaller number (29%)
believe it will strengthen. What accounts for the negative outlook? Not surprisingly, employers in
Alberta report a much different state of affairs due, in large part, to the drop in the price of oil.
Optimism varies by province
Sentiment among Alberta respondents is markedly different than the rest of Canada.
Fifty–two per cent said their business activity decreased in 2015 and a large number (43%)
of Alberta employers were forced to make the unfortunate decision to reduce staff. The impact of
this decline in business and cuts to staff are clearly reflected in employers’ 2016 outlook, with just
14 per cent believing that it will strengthen in 2016. There are however, some small
but encouraging glimmers of hope within Alberta, with 48 per cent saying it will remain the same.
More than half (53%) plan to maintain their current staff levels in 2016 and one–third believe
business will pick up during the year, which suggests that many feel the economic downturn
has leveled–off. This will be an interesting story to watch in 2016. If the price of oil does begin
to recover as global forecasts indicate, Alberta could see a big spike in recovery results midway
throughout the year. Only time will tell.
The confidence and optimism story varies once again when Hays Canada Salary Guide poll
responses are split across different industry sectors. Employers in IT and telecommunications,
construction, banking and financial services report being the most optimistic for the year ahead,
all of whom said they have plans to increase headcount to support big expectations for 2016
business activities. Therein lies the challenge. These five industry sectors have ambitious plans
for the coming year, however, they simultaneously face some of the most severe candidate
shortages in the country. We predict fierce competition for top talent in these sectors.
The impending talent scramble
Each year, our Salary Guide examines the candidate skills shortage and its impact on wage
pressures and the time it takes employers to recruit. Interestingly, employers have identified
new challenges that have risen in prominence over the skills shortage. Low company profile
and reputation top the list as atypical problems affecting hiring processes. This is an interesting
conundrum, and one that we often talk about. The advent of digital, social media and the
ability to attain information in real–time has completely changed the recruitment game.
Because Canada is considered a talent–short market, candidates are regularly approached with
competitive opportunities. This is great news for those who might be looking for their next
opportunity but how a company presents itself online and interacts with candidates in the
digital space will make or break an employer’s ability to attract and retain staff.
Based on the 2016 Hays Canada Salary Guide findings, the coming year could prove to be very
challenging from a recruitment and retention perspective. If the price of oil rises, we anticipate
Alberta employers will charge full steam ahead aiming to significantly increase business activity
levels. The potential scramble for talent in an already short market should serve as a caution to
other employers regardless of sector. I encourage all employers, from all regions and industries,
to plan ahead. In times of downturn, take advantage of the present to develop a recruitment
strategy, build a candidate pipeline and start engaging with potential employees. Doing so will
ensure that when companies are ready to recruit, they will have the talent and resources available.
Rowan O’Grady
President
Hays Canada
FOREWORD

TEMPORARY/CONTRACT HIRING TRENDS IN CANADA
“Contract work has grown at a rate that is nearly three times faster than permanent jobs.
With hundreds of thousands of contractors, Uber has a ratio of contractors to employees
which is nearly 10:1. The economy of sharing is here to stay, and the sharing of jobs is a huge
part of this emerging market. Contract and temporary workers have allowed Canadian
companies to manage slow and busy periods without going through mass layoffs,
or sacrificing the high expectations of their customers. These opportunities allow
workers to earn a competitive wage, while padding their resumes and gaining
invaluable work experience.”
Travis O’Rourke, Director, Contract Division
PERMANENT HIRING TRENDS IN CANADA
“An increasing number of our clients are looking at how they can stay ahead of their competition
by attracting passive job seekers. In order to attract the best talent they are promoting their
brand and employee value proposition online and through social media. The challenges that they
recognize are that developing a meaningful content strategy is complex and resource intensive
and it takes time to build up a large enough network to promote their message. Only by having
a consistent and committed focus will they be able to compete for top skills in the coming year.”
Andy Robling, Vice President, Client Development
“With a diverse business base, boosted
by the recovering US economy, BC is
well-positioned for good economic
performance. Demand in areas such as
trades, construction and IT outweighs
the current candidates in the market and
recruitment and retention will remain a
challenge for most employers. Overall,
the outlook is increasingly that of a
skills gap versus a skills shortage as
employers face a mismatch with the
availability of workers with the right
qualifications compared with the
number of people available for work.”
Jackie Burns, Vice President,
Western Canada
British
Columbia
“2015 has been a challenging year in the
Prairies, where the global oil price drop was
especially strongly felt. Overall employers have
now adjusted to the new economic conditions
and are hoping for a more stable 2016.”
Jim Fearon, Vice President, Central Canada
Central
Canada
“Overall 2015 has been a steady
year for Eastern Canada, with IT and
construction seeing especially high
demand for candidates. The federal
election in October meant some
slowing of hiring in the public sector,
which is likely to pick up again in 2016.
We are seeing more confidence in the
market but many employers are making
hiring decisions reactively instead of
strategically and we would recommend
assessing current and future needs in
order to be able to implement a hiring
plan that supports business goals.”
Soley Soucie, Director, Eastern Canada
Eastern
Canada
“The region is experiencing increased activity
in export demand and manufacturing due to
the lower Canadian dollar, and we’re also seeing
increased investment in life sciences within the
Greater Toronto Area. Due to the falling oil price
and changing demand for labour in Alberta we
have seen a small surge in candidates moving
from that area. These candidates are taking
lower salaries than they were receiving in
Alberta, but this is still pushing compensation
up in some industries and we expect 2016 to
get more competitive with salaries.”
Louisa Benedicto, Director, GTA
Ontario
CANADA AT A GLANCE

It is no secret that turbulent market conditions worldwide have affected
business here in Canada. As a result, we wanted to provide key insights
and recommendations to employers that maybe aren’t in full growth mode.
The following are key insights and recommendations based on findings from the sixth annual
Hays Canada Salary Guide and are intended to support employers’ development of effective
human capital strategies for the medium to long–term.
1
Succession planning is no longer a
nice–to–have
Potential candidates have stated clearly
that career progression is important,
however, employers have failed to act
on this demand as evidenced by the
small proportion of employers who
said they have succession plans in place.
This could be the result of employers’
view that succession efforts should be
kept confidential rather than leveraged
as a retention and recruitment asset.
Recommendation
Current staff and potential candidates
want to know that a company can support
their career aspirations and making that
information available can be a competitive
advantage. During a time of pause,
employers should consider building
succession plans that demonstrate
an investment and commitment to
employees. Doing so will support growth
plans when the business is ready to go full
steam ahead. Also develop an internal and
external communication plan that informs
staff and potential employees about
opportunities for growth.
2
Talent won’t just be available, build a
pipeline
Year–over–year, employers say Canada
has a skills shortage, which is affecting
their business activity and productivity
levels. Employers also note that recruiting
is getting more difficult and the time
required to recruit is causing pressure
on hiring managers.
Recommendation
Competition for professional, skilled
candidates is fierce and employers need
to work on identifying people long before
there’s an actual need. Companies that
achieve the most recruitment success
typically concentrate efforts on raising
their profile and developing relationships
with potential candidates over social
media. Creating this type of talent pool
or pipeline of engaged candidates gives
an employer quick access to familiar
candidates when hiring activity ramps
up. Ultimately, the goal is to combat the
skills shortage and improve the odds of
sourcing the right talent by building a
go–to network even if recruiting plans
are several months away.
3
Addressing awareness issues as a
top employer is critical for long–term
planning
Employers across multiple industries and
regions note that competition for top
candidates continues to build. For the first
time in two years, employers across the
country said an entirely new set of issues
has started to eclipse more traditional
concerns such as salary. Low company
profile and reputation now top the list of
challenges that further compounded their
struggle to attract candidates.
Recommendation
Defining exactly why a candidate would
want to work for an organization is a
key part of an effective employer value
proposition. Creating one can be a
difficult task but it can help build the
type of profile and reputation
prospective employees are seeking.
Once defined, employers should
incorporate the resulting messages
into a range of content and collateral
assets such as web–copy, job postings
and even conversations with individuals
within the company’s growing talent
pipeline. Getting this right is part of an
effective recruitment strategy and could
be what makes or breaks a company’s
ability to attract the best talent.
4
Training is key to workforce planning
Canadian employers report being in
a conservatively optimistic frame of
mind and many expect growth in 2016.
Nevertheless, they’re also very cognizant
of the bottom line and salary increases
will stay below the three per cent mark.
Further to this employers continue to feel
wage pressure, especially at the senior
management level where there is more
competition.
Recommendation
As part of an effective succession
plan, develop an internal training
program that can support staff in
their progression within the company.
Hiring less experienced staff or
temporary to permanent staff is a
cost-effective aid to support existing
workforce, while conscientious of the
bottom line and supporting long–term
planning.
5
Protect your people assets with better
engagement
Retention and recruitment is a
growing concern for employers.
Career progression, professional
development and salary increases
are key reasons why staff leave an
organization. These facts may be
true but our Guide shows a disconnect
between employee expectations and
what employers have planned for 2016.
For example, employers plan nominal
salary increases next year and the
majority said they’ll do so based on
performance and tenure. Employees,
on the other hand, are in the dark on
when any of this will occur and lack
insight on what merits a bump in pay.
The same can be said of training and
development. Employees consider it
very important but employers seem
unaware of their expectation.
Recommendation
Keep the lines of communication open
with staff. Ensuring transparency around
salary expectations, performance
reviews and their alignment with
business goals goes a long way in
avoiding disgruntled personnel. Also
consider that an employers’ definition
of what merits a raise may not be clear
or viewed as fair to all staff levels and
age groups (e.g. millennials) and can
result in disappointment and retention
problems. Employers are advised to look
at how reviews are conducted, factors
that warrant pay increase and increase
flexibility in how they’re administered
such that they address differing levels
of expectation. Lastly, employers that
embrace staff training and development
in addition to wage, dramatically increase
their ability to not just retain staff but
recruit new candidates.
KEY FINDINGS & RECOMMENDATIONS

HIRING OVERVIEW
Hiring remains steady year-on-year in provinces outside of Alberta.
Alberta employers saw a decline in 2015 and now plan to keep
headcount numbers consistent with these lower levels in 2016.
Employers’ hiring plans in provinces such as Ontario and British
Columbia are consistent with 2014 forecasts.
Permanent hiring
Looking at the national overall hiring picture, it appears there has been a slight decline
in actual permanent hiring activity since 2013. Further to this, it also appears there has
been a slight increase in the number of employers who decreased headcount.
Employers’ hiring plans versus actual additions to permanent headcount – four year analysis
However, when looking at trends by employers in specific provinces, hiring plans in Ontario
and British Columbia (BC) remain consistent and in-line with previous years. Employers from
BC are the most optimistic across the country, where 40 per cent said they increased their
permanent headcount in 2015 and 41 per cent plan to increase their permanent headcount in
2016. Employers in Ontario share in this sentiment, with 37 per cent who increased headcount
in 2015 and 38 per cent plan to in 2016.
BC permanent hiring
Ontario permanent hiring
0
10%
20%
30%
40%
50%
60%
2013 2014 2015 2016
Trend
Predicted increase
Actual increase
Predicted remain
the same
Actual remain
the same
Predicted decrease
Actual decrease
In 2015, 34 per cent of employers across Canada said their permanent headcount increased,
which remains their plan for 2016. While 28 per cent of employers ended up decreasing
permanent headcount in 2015, 51 per cent said they plan to keep their permanent staffing
levels the same in 2016.
Permanent hiring – 2015/16
Over the past 12 months, permanent staff
levels in your department have:
In the upcoming year, you expect permanent
staff levels in your department to:
Increased
Remained the same
Decreased
38.0%
33.8%
28.2%
Increase
Remain the same
Decrease50.9%
33.8%
15.3%
Actual increase
Actual remain the same
Actual decrease
Predicted increase
Predicted remain the same
Predicted decrease
Trend
0
10%
20%
30%
40%
50%
60%
70%
2013 2014 2015 2016
Trend Actual increase
Actual decrease
Predicted increase
Predicted decrease
0
10%
20%
30%
40%
50%
60%
70%
2013 2014 2015 2016
HIRING INSIGHTS Hiring insights

Employers in Alberta however, continue to feel the effects from the oil and gas downturn.
In 2014, 41 per cent of employers in the province increased their permanent headcount
whereas 43 per cent made reductions in 2015, attributable to turbulent market conditions.
For 2016, 53 per cent of employers plan no headcount changes and expect to hold this
stance until the price of oil increases.
Thirty-four per cent of employers nationwide said they have immediate plans to hire and will
continue for the next three to six months. This could result in strong competition for talent in
the first half of the year and could be further compounded if the oil and gas market improves.
Ultimately, these insights reveal that employers across Canada may face challenges finding top
talent throughout 2016.
Alberta permanent hiring
See Figure 1 for industry comparisons, page 26.
Temporary/contract hiring
Similar to our 2015 Salary Guide themes, employers across Canada are more precise with
temporary and contract hiring. Twenty-four per cent of employers increased their temporary
and contract staff, which fell in line with forecasts. Over 60 per cent of employers predicted
that their temporary and contract staff needs would remain the same in both 2014 and 2015.
These expectations were realized and 2016 forecasts remain consistent.
Employers’ plans for hiring versus actual additions to temporary headcount
– four year analysis
Actual increase
Actual decrease
Predicted increase
Predicted decrease
0
10%
20%
30%
40%
50%
60%
70%
2013 2014 2015 2016
Increased
Decreased
Remained the same
Did not hire temp staff
Increase
Decrease
Remain the same
We do not hire temp
0–2 3–5 6–9 10–14 15+
Years of experience
0
80%
20%
40%
60%
100% 100%
0–2 3–5 6–9 10–14 15+
Years of experience
0
80%
20%
40%
60%
0
10%
20%
30%
40%
50%
60%
2013 2014 2015 2016
Trend
Predicted increase
Actual increase
Predicted remain
the same
Actual remain
the same
Predicted decrease
Actual decrease
Please indicate how temporary/contract
staffing levels have changed in terms of
years’ experience over the last 12 months.
Please indicate how you expect temporary/
contract staffing levels to change in terms
of years’ experience over the next 12 months.
Hiring insightsHiring insights

International recruitment
Fewer Canadian employers hired candidates from overseas in 2015 than previous years and just
slightly more plan to sponsor/recruit qualified international candidates in 2016.
International recruitment activity 2013–2016
Over the last 12 months, did you sponsor/recruit overseas candidates?
In this upcoming year, if recruiting, would you consider sponsoring/recruiting qualified
overseas candidates?
When asked about the biggest barriers to sponsoring or recruiting qualified candidates,
46 per cent of employers said it was a result of the burdensome and lengthy process rather
than the availability of qualified international candidates. Further to this, when asked about
government programs such as the Temporary Foreign Worker Program (TFWP), 35 per cent
said it made recruiting either more difficult or had no impact on their ability to hire international
candidates. Half of respondents (50%) said they had not taken advantage of TFWP and just
five per cent of respondents noted the program made it easier for them to recruit.
What would you say are the biggest barriers sponsoring/recruiting qualified
overseas candidates?
Yes
No – because we weren’t hiring, but would consider
No – only hired domestic candidates, but would consider
No – we do not provide sponsorship for overseas candidates at this time
Unsure
9.0%
11.2%
9.7%
52.9%
18.1%
0
10%
20%
30%
40%
50%
Lack of relative
experience
Language
barriers
Low government
incentive
Burdensome/
lengthy
immigration
process
I don’t consider
there to be any
barriers
Other
2014
2016
2015
Overall predicted
Overall actual
2013
2014
2015
2016 pedicted
0
20%
40%
60%
Mining IT Oil Gas Pharma Construction
80%
2013
The skills that are in demand in our sector are the Technicians, Mechanics and other
technical skill holders. Foreign trained workers are an essential part of our industry and
economic growth.
Nestor Plawiuk, President, Multivac Canada Inc.
Yes – for all areas
Yes – only in skill shortage areas
Undecided
No – for all areas
Unsure
11.6%
44.5%
5.4%
17.8%
20.7%

RECRUITMENT CHALLENGES
A lack of available internal resources hinders employers’ ability to effectively
recruit and the time required to hire the right person puts both staff and
hiring managers under internal workplace pressure.
Internal resources hindering effective recruitment activity
Sixty-seven per cent of employers said that a lack of internal resources hinders their hiring
processes. Eighty-one per cent said they experience difficulty hiring for middle management
levels. Seventy-eight per cent said senior management level positions are difficult to fill.
How difficult? When asked, 40 per cent of respondents said they are experiencing quite a bit
to a great deal of difficulty sourcing senior candidates (percentages hold steady with previous
year analysis). Fifty-three per cent of employers said it takes them two to six months to recruit
candidates for roles where talent is short, which is up five percentage points from 2015 levels.
Based on seniority levels, please indicate the level of difficulty you’ve experienced in
recruiting recently.
How long does it take you to fill your open positions?
According to employers, not being a fit with a role, organization, manager or team is the
number one reason a candidate leaves an organization. Finding the right match is a difficult
task. Employers said the time required to recruit makes it difficult to allocate enough resources
to recruitment tasks such as a reviewing resumes.
Time employers are allocating to reviewing resumes
Twenty-five per cent of employers believe it is more difficult to recruit compared to last year,
which is three percentage points up from 2014. Eighty-five per cent of employers said their
existing workload results in moderate to extreme levels of pressure when recruiting while a
third report high to extremely high pressure due to existing workload.
It is more difficult to fill vacancies today, than compared to:
When recruiting, how much pressure employers feel as a result of workload
0
20%
40%
60%
80%
100%
Junior staff Junior to middle
management
Senior
management
C-level/
Executive staff
Significant difficulty
Difficulty
Moderate difficulty
Little difficulty
No difficulty
6 months
2–6 months
2 weeks–1 month
1 week
0 10 20 40 50 60 7030
% of Employers
Roles you don’t deem as candidate short
Roles you deem candidate short
0
20%
40%
60%
80%
100%
Last year Last 2–3 years Last 3–5 years Over 5 years ago
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
2015
2016
0
5%
10%
15%
20%
25%
30%
A few hours One day Two to three
days
One week More than
a week
N/A
2015
2016
0
5%
10%
15%
20%
25%
30%
35%
40%
Extremely
large amount
Very large
amount
Large
amount
Moderate
amount
Small
amount
Very small
amount
Extremely
small amount

CANADA’S SKILLS SHORTAGE
Canada still faces a skills shortage nationwide and the majority of employers
believe this negatively affects their industry and in turn, impacts business
activity and growth plans.
The skills shortage continues to be a main market challenge
Sixty-one per cent of employers believe there remains a skills shortage in Canada and
78 per cent of employers feel that the skills shortage affects their industry and hiring plans,
creating moderate to extreme recruitment difficulties (results flat with last year’s figures).
Generally speaking, do you feel Canada
suffers from a skills shortage?
Difficulty level department faces in
recruiting top talent
Employers said the main reason for the skills shortage is the lack of training and professional
development available, which employers recognize is something that they themselves can
address. A close second is too few people entering the job market or their industry, which is
two percentage points more than 2015. When asked what employers believe is the main reason
for too few people entering their industry a significant portion attribute this to competition
from other markets. Of the employers who feel competition from other provinces, 20 per cent
say it often comes down to salary.
Where do you feel the most competition comes from when trying to recruit top talent?
Why do you think this province is most attractive to top candidates?
Main reason for skills shortage in your industry
High salary levels
Work/life balance/allure
Economic outlook
Business growth
Industry growth
Better benefit offerings
Incentives i.e. bonus
Relocation packages
Other
0 10 20 40 50 60 7030
% of Employers 2015
2016
0
5%
10%
15%
20%
25%
30%
40%
35%
Lack of training
professional
development
available
Fewer people
entering the job
market in your
industry
People
relocating to
other regions
People leaving
to join a different
industry
Retirement
Businesses within my own province
Extra-provincial businesses
U.S.-based businesses
International businesses
Other
6.2%
4.2%
4.3%5.1%
80.2%
Strongly agree
Agree
Disagree
Strongly disagree34.2%
4.4%
11.6%
49.8%
No difficulty
Very little difficulty
Moderate difficulty
Significant difficulty
Extreme difficulty
16.0%
49.0%
5.0%
24.0%
6.0%

Awareness the “silent killer”
Employers said the number one reason too few people enter their industry is an incorrect
perception or stereotype. Further to this, a lack of awareness of opportunities in universities
and colleges is considered a problem. When asked who is responsible for tackling this issue,
the majority of employers believe it’s their job rather than educational bodies or government.
Further to this, a significant portion (17%) of employers also feel that competition is driving
people away from their industry.
What do you think the main reason is for fewer people entering your industry?
Who do you feel should be responsible for tackling the issue of too few people
entering the industry?
The awareness issue is affecting more than just people entering the industry. For the first time
in two years, challenges other than the skills shortage and salary levels are affecting employers’
ability to recruit. Employers said their company reputation and low profile are the biggest
hindrances to effective candidate recruitment.
Main recruitment challenges – three year analysis
Employers have acknowledged how perception issues impact new people pursuing careers
in their respective industries. Fierce competition and non-traditional recruitment challenges
(traditional being the skills shortage and salary levels) only complicate matters further.
As a result, effective workforce planning and reputation building have grown to be top
employer priorities. The Catch 22, however, is the lack of internal resources available to
support such strategies.
Candidate/Skill Shortages
Salary Levels
Lack of people entering the market
Lack of internal resources
Company reputation
Low company profile
Candidate/Skill Shortages
Salary Levels
Lack of people entering the market
Lack of internal resources
Company reputation
Low company profile
0
10%
20%
30%
40%
50%
60%
70%
80%
2014 2015 2016 predicted
0
10%
20%
30%
40%
50%
Organizations/
businesses
Government Educational
bodies
Industry
groups
No one
Lack of awareness of opportunities in grade school
Lack of awareness of opportunities in university/college
Time required to complete necessary education/training
Cost of education/training
Perception/stereotyping
Glass ceiling
Competition for roles/opportunity
Other1.8%
17.1%
11.8%
18.9%
11.2%
10.9%
6.2%
22.1%

ADDRESSING THE TALENT SHORTAGE
The Canadian workforce is ambitious. The majority of employees
aspire to senior or executive level positions, however, their employers
aren’t proactively managing or acknowledging this goal, which causes
recruitment and retention concerns.
Career progression “the deal breaker”?
In addition to recruitment difficulties, 61 per cent of employers also said they have moderate
to extreme difficulty holding onto staff. Employers cite career progression as the number
one reason for their retention issues. Advancement supersedes salary levels and immediate
management (traditional challenges). Considering that 45 per cent of professionals aspire to
senior management levels and 29 per cent have their eye on the c-suite or president’s position,
it’s not surprising that employees are willing to leave a company that doesn’t support their
career path.
Reason for retention challenges
The second biggest reason for employers’ retention challenges is the competitive market for
top talent. Interestingly, when asked how employers make their company more attractive to
potential candidates, promoting career progression is last on their list. Employers prioritize
salary or benefit packages over opportunities for growth. This could be connected to the
number of employers that admit to not having a succession plan (33%). Of the employers
that do have a succession plan in place, nearly three-quarters (70%) said less than 10 per cent
of their staff are aware one exists.
How are you making your company attractive to recruit top talent?
Please select the category that best represents your career aspirations
Does your company have a succession plan?
Career progression
Competitive market for top candidates
Salary levels
Culture/company reputation
Immediate management
Benefits
Non-monetary reward and recognition
Learning and development
Other
0 10 20 40 50 6030
% of Employers
Offering competitive salary packages
Promoting company culture
Offering competitive benefit packages
Offering training and professional development
Promoting career progression
Nothing
0 10 20 40 50 60 7030
% of Employers
2015
2016
0
5%
10%
15%
20%
25%
30%
40%
35%
Yes No Unsure In the process of
implementing
C-Suite/President
Senior management
Middle management
Cost of education/training
Sole proprietor/incorporated
Seniority level is not important
Other
7.8%
2.9%
2.9%
28.5%
45.2%
12.7%
I am constantly networking both online and in person to identify talent and to let people
know what has been happening at Parmalat Canada and why it’s such a great place to work.
Internally I have been identifying talent for either promotion or lateral movements to develop
skill sets and keep people engaged, learning and growing.
Taras Korec, National Vice President, Supply Chain, Parmalat Canada

Presenting younger generations or less experienced candidates with opportunities that have
career growth and training is attractive and may help improve retention of existing staff, as a
result of the added resources.
Do you believe the expected learning outcomes of post-secondary education matches the
expectations of today’s employers?
Yes
No
64.5%
35.5%
1–10%
11–20%
21–50%
51%+20.6%
5.6%
5.6%
68.2%
Concerns around hiring less experienced workers or new graduates
Far exceeds expectations
Exceeds expectations
Meets expectations
Meets some expectations
Does not meet expectations
1.9%0.9%
40.2%
41.1%
15.9%
Based on the findings, employers have yet to tackle succession planning despite its importance
to employees, and key role in recruitment and retaining staff. This could be a result of employers
looking at succession plans as a confidential asset, as opposed to an attraction and engagement
tool, or employers not understanding the importance a succession plan is to their staff.
Hiring younger generations or new graduates
When asked if employers hire new graduates or less-experienced professionals, 65 per cent
of employers said no, they aren’t proactively targeting new graduates in their attraction
strategies, and cited a lack of industry knowledge as the primary reason for their decision.
Hiring entry-level professionals is a cost-effective way to acquire the talent needed to
support existing workforces but requires an employer’s commitment to training and
professional development.
Are you actively recruiting new graduates
(no experience)?
What percentage of employees hired
within the last 12 months have been
new graduates (no experience)?
What percentage of your staff are aware of, or actively involved in your succession planning?
10%
10–25%
26–50%
51–75%
76–100%
3.6%
71.7%
15.1%
6.4%
3.2%
0 10 20 40 50 60 7030
% of Employers
Lack of industry knowledge
Lack of soft skills (i.e. work ethic, interpersonal
communication, time management, etc.)
Lack of hard skills (i.e. writing skills, technical
appitude, basic accounting, etc.)
Loyalty
Cost of training
No concerns
We are moving away from the classic objective setting and annual performance evaluation
models of measuring employee contribution to our success. Our focus is on the retention of
human talent rather than acquisition of ready–made talent. Our experience is that in specialized
biopharmaceutical areas, there is no perfect talent match, so invest in developing and retaining
rather than focus on attracting talent.
Sri Adapa, General Manager, Octapharma Canada

FIGURE 1 – INDUSTRY COMPARISONS
Permanent hiring by industry
Over the last 12 months, permanent staff levels in your department have:
Permanent hiring by industry
In the upcoming year, you expect permanent staff levels in your department to:
Banking Finance Construction Government
Non-Profit
IT
Telecommunications
Non-Profit
IT
Telecommunications
21.4%
33.9%
44.7%
29.0%
31.0%
40.0%
20.7%
36.8%
42.5%
16.1%
41.1%
42.8%
17.0%
35.0%
48.0%
10.4%
34.9%
54.7%
28.1%
37.2%
34.7%
62.7%
12.8%
24.5%
55.1%
24.5%
20.4%
14.6%
38.5%
46.9%
35.3%
11.8%
52.9%
40.8%
16.3%
42.9%
13.1%
35.4%
51.5%
25.5%
40.4%
34.1%
3.0%
29.3%
67.7%
8.5%
44.7%
46.8%
24.8%
44.5%
30.7%
14.0%
27.9%
58.1%
11.9%
49.5%
38.6%
7.0%
34.9%
58.1%
Increased
Remained the same
Decreased
Increase
Remain the same
Decrease
Manufacturing Oil Gas Pharma Professional
Services
Services
Property
Facilities
Resources Mining Property
Facilities
Resources Mining

0%
3%
3% to 6%
6% to 10%
10%
We will have a salary freeze
2.4%
1.0%
6.0%
15.8%
52.3%
22.5%
0%
3%
3% to 6%
6% to 10%
10%
We had a salary freeze
48.7%
24.4%
1.5%
3.5%
6.2%
15.7%
Very much
Somewhat
No change
Not much
Not at all
14.5%
5.7%
61.2%
15.9%
2.7%
Highly likely
Likely
No change
Unlikely
Highly unlikely
12.2%
60.4%
13.8%
9.2%
4.4%
COMPENSATION OVERVIEW
Employers are increasing salaries, but at a slow rate of less than
three per cent, and although willing to increase salaries to attract
top talent, not all employers are meeting market demands.
Salary level increases
Year–on–year, employers continue to increase salaries, but growth is slow at less than
three per cent. In 2015, 49 per cent of employers increased salaries by up to three per cent,
and 52 per cent plan to increase salaries at this same level in 2016. Looking back to 2012,
37 per cent of employers increased salaries between three and six per cent, which has
declined considerably, as just 22 per cent of employers anticipate salary increases between
three and six per cent in 2016. Consistent with last year, just 15 per cent of employers plan
no salary changes.
Percentage employers increased salaries by – five year analysis
Are turbulent markets affecting salaries?
Sixty-one per cent of employers note that there has been no change in being able to hire
professionals at a less than usual rate, and the same proportion of employers note that they
do not plan to offer lower than usual rates as a result of the downturn (which we attribute to
candidates still demanding market rates).
As a result of the oil gas downturn,
have you been able to hire professionals
at a lower than usual rate?
As a result of the oil gas downturn,
how likely are you to offer lower than
usual compensation rates when hiring
in the next 6 to 12 months?
Paying market rate a key factor
Nearly a third of employers are not paying employees competitive salaries and are unaware of
current market rates. In addition, over a third of professionals believe they don’t get paid at the
market rate. This could be a result of a decline in the rate at which companies are increasing
salaries, in an effort to improve the bottom line.
Do you think your company offers competitive salaries with the market rate?
Do you think your own personal salary is competitive with market average?
Salary level increases – 2015/16
What percentage did you increase salaries
by in the last 12 months?
What percentage do you expect to raise
salaries by over the next 12 months?
0
10%
20%
30%
40%
50%
60%
70%
2012 2013 2015 2016 predicted2014
*Included in the 3% bar are those employers offering 0% increase.
Trend
3%*
3% to 6%
6% to 10%
10%
2015
2016
0
10%
20%
30%
40%
50%
60%
Yes No Unsure Unaware of market rates
2015
2016
0
10%
20%
30%
40%
50%
60%
Yes No Unsure Unaware of market rates
COMPENSATION INSIGHTS Compensation insights

0
20%
40%
60%
80%
100%
Junior Mid–level to
management
Senior
management
Director to
C–Suite/Executive
Base salary
Performance–related bonus
Benefits package
Comission levels
N/A
0
20%
40%
60%
80%
100%
Junior Mid–level to
management
Senior
management
Director to
C–Suite/Executive
Excessive pressure
Fairly high pressure
Some pressure
Very little pressure
No pressure
Despite being reluctant to make significant increases to salaries, employers are still willing to
alter compensation plans to attract niche or top talent for strategic roles. However, salary is
just one aspect of an effective recruitment strategy.
Have you altered your compensation plans to attract top talent?
Salaries may be increasing at a slower than expected rate, but employers still feel wage
pressure at the mid to senior management levels. To counteract this pressure, employers
are looking to add performance related bonuses in 2016, which is in line with 2015 actions.
A small portion of employers are also reviewing base salary levels.
Wage pressure your company is experiencing
Expectations misaligned?
Canadian employers said the majority of their employees received a salary increase in 2015
and the majority of Canadian employees expect similar pay hikes in the coming year. In fact,
expectations for salary increases remain high among employees, as 65 per cent of employees
believe they’ll receive a raise in 2016.
When do you expect your next base
salary increase?
When was your last base salary raise?
As a result of wage pressure, what areas of your compensation package do you plan to
increase (if any) in order to more effectively attract the right candidate?
6 months
6 months to 1 year
1 to 2 years
2 years
N/A
36.8%
19.6%
8.8%
6.1%
28.7%
6 months
6 months to 1 year
1 to 2 years
2 years
N/A
39.6%
19.3%
10.8%
9.9%
20.4%
Yes
I plan to in the next 12 months
No, but would consider it
No, due to restricting factors (i.e. budget, unionized, enviornment, etc.)
39.6%
17.5%
6.7%
36.2%
Compensation insightsCompensation insights

Tenure only
Performance only
Tenure and performance
Other
51.3%
6.8%
31.5%
10.4%
Annual salary only
Salary plus commission
100% commission
Annual salary plus bonus
Annual salary plus overtime pay
Annual salary plus overtime pay plus bonus
Hourly/daily pay
10.0%
10.0%
29.0%
22.0%
10.0%
17.0%
2.0%
When asked what merits a salary increase, 50 per cent of employers noted performance and
tenure. Placing such a big emphasis on the length of time someone has worked for a company
may not be an effective approach given that the average age in the Canadian workforce is
dropping and younger employees have much different expectations with respect to how salary
increases are awarded. Employers should consider reviewing their approach to salary increases
to keep younger generations engaged.
In your organization what merits a raise?
Compensation plans your company offers to your employees
We see it as critical, for staff engagement and firm sustainability, to mentor, develop and
compensate staff for the value they create. As we succeed, so do our staff, in both compensation
and career growth opportunities.
Rhonda Klosler, Partner, Chief Operating Officer, Collins Barrow Toronto
Compensation insights

BUSINESS ACTIVITY OVERVIEW
Despite market conditions as a result of the oil and gas sector downturn,
employers outside of Alberta are cautiously optimistic about business
activity for 2016, just slightly more conservative than previous years.
Business activity – national picture
This past year, national business activity levels declined sharply. In 2014, 57 per cent of
employers reported an increase in business activity. That figure was down 11 percentage points
in 2015 where less than half (46%) said business activity had increased. This result is drastically
different from the 70 per cent of employers who predicted their business activity would
grow during the year. Despite this sharp decline, 58 per cent of employers are optimistic
and believe business activity will increase in 2016.
Employers expectations of business activity versus actual – five year analysis
However, when looking at business activity levels by province, the decrease in business
activity is predominantly coming from employers in Alberta where growth outlook is down
45 percentage points from 2014 to 2015 and 27 per cent of employers expect further declines.
In 2015, 52 per cent of Alberta employers said that business activity decreased. Looking at
the silver lining, a third of employers see activity picking up in the coming year, with the
majority believing their business activity will remain the same. Some Alberta employers
seem to have come through last year unscathed, as 25 per cent say business activity did
in fact increase last year.
Business activity – Alberta
In the last 12 months, business activity has: In the upcoming year, you expect business
activity to:
Actual increase
Actual decrease
Predicted increase
Predicted decrease
Trend
0
10%
20%
30%
40%
50%
60%
70%
2012 2013 2014 2015 2016
Actual increase
Actual decrease
Predicted increase
Predicted decrease
0
10%
20%
30%
40%
50%
60%
70%
2013 2014 2015 2016
Business activity – 2015/16
activity to:
24.8%
46.2%
29.0%
Increased
Remained the same
Decreased
52.4%
24.9%
22.7% Increased
Remained the same
Decreased
13.1%
57.5%
29.4%
Increase
Remain the same
Decrease
27.3%
33.4%
39.3%
Increase
Remain the same
Decrease
Alberta employers expectations of business activity versus actual – four year analysis
MARKET CONFIDENCE Market confidence

Business activity – BC Ontario
Employers’ business activity outlook in provinces such as British Columbia (BC) and Ontario is
steady year–on–year. Fifty–six per cent of BC employers said business activity increased in 2015
and 66 per cent expect more of the same in 2016. This is similar to the story in Ontario where
53 per cent said business increased in 2015 and 65 per cent believe it will continue in that
fashion in 2016 – one percentage point lower than BC.
BC employers expectations of business activity versus actual – four year analysis
Ontario employers expectations of business activity versus actual – four year analysis
Irrespective of the oil and gas downturn, the majority of employers (nationally speaking) are
not planning to delay or slow down any projects or their business plans. While a quarter are
undecided, more than half (53%) said not at all. A combined 20 per cent are planning some
level of change.
As a result of the oil gas downturn, do you plan to delay or slow down any projects or
business activity plans in the upcoming 6 to 12 months?
Employers within each industry have varying degrees of confidence for the year ahead.
For example, 37 per cent of construction employers said that business activity increased in
2015, and positively, 51 per cent said it will increase in 2016. Employers from the banking and
financial services industry are even more optimistic. Fifty–six per cent said business activity
increased in 2015 and 66 per cent said the trend will continue in 2016. And finally, IT and
telecommunications employers are one of the most optimistic. Sixty per cent said business
activity increased in 2015 and a solid three–quarters (74%) said it will increase in the year
to come.
See Figure 2 for industry comparisons, page 42.
Industry sector performance
When asked what industry sectors employers believe will be strong performers in 2016,
employers noted banking and financial services, technology and construction as the top three.
Expected top 5 strongest performing industry sectors
Actual increase
Actual decrease
Predicted increase
Predicted decrease
0
10%
20%
30%
40%
50%
60%
70%
2013 2014 2015 2016
Actual increase
Actual decrease
Predicted increase
Predicted decrease
0
10%
20%
30%
40%
50%
60%
70%
2013 2014 2015 2016
Not at all
Undecided
Somewhat
Very much
26.4%
13.6%
6.8%
53.2%
Banking/Financial Services
Information Technology/Telecommunications
Construction/Engineering
Pharma/Bio Tech/Med Tech
Manufacturing
0 2 4 6 8 10 12 1614 18
% of Employers
Market confidenceMarket confidence

Skills shortage continues to hinder business success
Consistent with last year’s Salary Guide, employers still believe the skills shortage affects their
business activity and growth plans. Thirty–six per cent of employers said the skills shortage
has impacted their business activity either negatively or very negatively, which is three points
higher than last year. When asked how the shortage affects their business, 43 per cent point to
productivity and 19 per cent said innovation. Thirty–three per cent said the skills shortage has
negatively affected business growth, which is three points higher than last year’s figures.
In your opinion, what is the single biggest
factor negatively affecting your business
activity as a result of the skills shortage?
In your opinion, what is the single biggest
factor negatively affecting your business
growth as a result of the skills shortage?
When asked for more specific details around productivity challenges, the majority of employers
said general workplace inefficiencies are the product of skills shortages, which is consistent
with last year.
How has the skills shortage negatively affected productivity?
Employers have started to be more creative with their workforce planning in an effort to meet
business activity levels while managing through skills shortages. Last year, in the face of staff
burnout and reduced morale, employers said temporary or contract staff could help address
productivity concerns. When asked the same question this year, employers said they adopted
other methods including changes in process, policies and organizational structures as well as
combining some roles to create hybrid positions.
How is your company addressing productivity concerns?
Workplace pressure remains despite employers’ attempts to improve
Efforts to improve workplace pressure and productivity issues are not generating the results
employers desire, as levels remain just as high as what was reported last year.
Despite these efforts, employees and employers still feel workplace pressure. Eighty–one per
cent of staff are experiencing a moderate to extremely high level of pressure as a result of not
having enough resources to support them for the work at hand. However, morale and stress
level issues are slightly lower than last year. Forty–six per cent of employers said they are likely
to hire staff to address this pressure.
How likely are you to hire new staff to address workplace pressure?
What level of workplace pressure does your staff experience due to the skills shortage?
Productivity
Revenue/Profit
Innovation
Business Development
Other
15.7%
19.0%
17.2%
5.5%
42.6%
2015
2016
Change process/policies
Change in organizational structure
Combining one or more roles
Internal training
Temporary staff
New technology/systems
Succession
I’m unsure
Incentives (i.e. bonus’, awards, etc.)
Hiring international staff
0% 5% 10% 15% 20% 25% 30% 35% 40%
2015
2016
0
10%
20%
30%
40%
50%
60%
70%
Employee stress
leaves have
increased
Office morale
has decreased
Forced to
increase
overtime pay
General
inefficiencies
It hasn’t
affected
productivity
2015
2016
0
5%
10%
15%
20%
25%
30%
35%
Very likely Somewhat likely Neutral Not likely Highly unlikely
2015
2016
0
10%
20%
30%
40%
50%
60%
Low Moderate High Extremely high
Headcount
New office locations
New markets
Innovation
Other
3.5%
20.2%
27.8%
11.6%
36.9%

MARKET OVERVIEW
Employers are cautiously optimistic for business activity and hiring,
however, the general outlook of the Canadian economy is more
conservative for employers outside of Alberta.
Economic outlook – national picture
Going into 2015, for the first time, we saw a higher percentage of employers who believed
the economy would strengthen rather than remain static. As a result of turbulent markets
over the past year, this national sentiment has declined sharply. As we head into 2016,
only 25 per cent of respondents believe the economy will strengthen, which is down from
49 per cent. More than half (52%) believe things will remain static while nearly a quarter
(22%) think it will weaken.
Canadian employers’ economic outlook – four year analysis
When asked if their outlook had been affected by the oil and gas industry downturn,
43 per cent of employers said it had done so either negatively or very negatively.
How has the oil gas downturn affected your economic outlook for the upcoming
6 to 12 months?
At the provincial level, employers from BC and Ontario are slightly less negative in favour of a
more conservative stance than previous years. For example, a third (34%) of employers from
BC maintain the view that the economy will strengthen, whereas the majority (52%) said it
will not change in 2016. Employers from Ontario are slightly less optimistic than those in BC.
Twenty–seven per cent believe the market will strengthen and 55 per cent believe it will
remain unchanged. In terms of those who see the economy weakening this coming year,
only 14 per cent of BC employers and 18 per cent of Ontario respondents believe the economy
will weaken.
BC employers’ economic outlook – three year analysis
Ontario employers’ economic outlook – three year analysis
Strengthening
Static
Weakening
0
10%
20%
30%
40%
50%
60%
2013 2014 2015 2016
Strengthening
Static
Weakening
0
10%
20%
30%
40%
50%
60%
2014 2015 2016
Strengthening
Static
Weakening
0
10%
20%
30%
40%
50%
60%
2014 2015 2016
Strengthening
Static
Weakening
0
10%
20%
30%
40%
50%
60%
2014 2015 2016
Very negatively
Negatively
Neutral
Positively
Very positively34.7%
51.6%
0.4%4.6%
8.7%
Alberta employers’ economic outlook – three year analysis
Just 14 per cent of Alberta employers believe the market will strengthen in 2016, which is
down from 59 per cent going into 2015. Half (48%) believe the market will remain static
while 39 per cent believe it the economy will continue to weaken (up from 5%).

FIGURE 2 – INDUSTRY COMPARISONS
Business activity by industry
In the last 12 months, business activity has:
Business activity by industry
In the upcoming year, you expect business activity to:
Non-Profit
IT
Telecommunications
Non-Profit
IT
Telecommunications
Services
Services
Property
Facilities
Resources Mining Property
Facilities
Resources Mining
18.6%
55.7%
25.7%
28.1%
41.3%
30.6%
14.8%
50.8%
34.4%
13.4%
66.0%
20.6%
11.9%
63.8%
24.3%
5.5%
56.8%
37.7%
33.2%
37.1%
29.7%
72.9%
17.0%
10.1%
45.0%
27.5%
27.5%
17.3%
50.6%
32.1%
37.2%
27.1%
35.7%
25.0%
35.0%
40.0%
6.2%
49.7%
44.1%
7.4%
71.6%
21.0%
4.8%
58.6%
36.6%
3.7%
81.5%
14.8%
13.0%
59.7%
27.3%
18.7%
39.1%
42.2%
8.4%
74.0%
17.5%
7.8%
53.1%
39.1%
Increased
Remained the same
Decreased
Increase
Remain the same
Decrease

SALARY
GUIDE
Example table
Typical Calgary GTA Montréal Ottawa Vancouver
Audit Senior Manager 90–110 75–90 75–90 70–80 70–80
Audit Manager 80–100 65–80 65–80 70–75 60–70
Audit Senior 80–90 55–70 55–70 55–70 60–70
Audit Staff Accountant 60–65 55–65 60–65 50–55 50–55
Tax Senior 70–80 70–85 70–80 60–70 55–65
The following pages provide a listing of
the typical base wages for the commonly
filled roles for professional and skilled staff
in Accounting Finance, Architecture,
Construction, Property Facilities,
Human Resources, Information Technology,
Legal, Life Sciences, Manufacturing Logistics,
Office Support, Oil Gas, Procurement,
Resource Mining, and Sales Marketing.
We generally provide a range for each role.
For ranges, the first figure indicates the
minimum and the second the maximum
salary level typically paid in each city or
region. Where only one figure is reported,
it represents the minimum wage for more
senior positions that can have a very wide
range and no clearly defined upper limit.
Salaries are expressed in Canadian dollars
(thousands, annual gross) and do not reflect
any benefits packages, bonuses or any
other arrangements between employers
and candidates. While every care is taken
in the collection and compilation of data,
this report is interpretive and indicative,
not conclusive. This information should be
used as a guide only.

Stengthening
Static
Weakening
26.1%
22.6%
51.3%
Increased
Remained the same
Decreased
25.8%
47.2%
27.0%
Increase
Remain the same
Decrease
31.0%
54.2%
14.8%
Increase
Decrease
Remain the same
We do not hire temp staff
Increased
Decreased
Remained the same
The current economic conditions have affected accounting and finance functions in both
positive and negative ways depending on the industry. The banking and financial services
industry continues to be one of Canada’s most stable and optimistic sectors, and has been less
affected by the oil price change overall. Distribution and manufacturing clients that supply to
the US market are currently benefiting from the falling dollar, while some engineering clients
and manufacturers supplying oil and gas based companies in Alberta have been affected by
the falling oil price. Organizations in Central Canada have felt the impact of the economic shift
with fewer positions opening up and candidates being more conservative in their expectations.
We are seeing a corresponding increased number of candidates from this region applying for
work in British Columbia (BC) and Eastern Canada. Aside from the economy, there has been
the unification of accounting designations and compliance changes that will affect the function.
With the first round of new Chartered Professional Accountants (CPA) coming through since
the unification of the accounting designations, employer expectations are changing and
some are looking for these recent designates rather than those grandfathered in to the CPA.
The Office of Superintendent of Financial Institutions (OSFI) revisions have had an impact on
hiring patterns with certain skill sets increasing in significance. This affects the big six banks
first, but will trickle down to mid–size and foreign banks, which are paying close attention to
the process and should be proactively preparing.
Market Insights
The market trends and expectations of accounting and finance professionals align closely
with cross-functional results, with almost half saying business activity increased in 2015,
and 54 per cent expecting the same in 2016. This is optimistic considering just a quarter
say the economy will strengthen in 2016.
Economic outlook
How do you see the general outlook for the economy in the next 6 to 12 months?
Business activity
activity to:
Hiring Trends
Slightly more accounting and finance professionals say permanent staff levels increased in 2015
compared with the overall Canadian survey results, with a comparable drop in the proportion
saying staff numbers dropped or remained the same. Overall the function has not been hit as
hard by the economic impact of the oil price drop, except in Alberta and other natural resource
dependent areas.
Temporary/contract hiring activity
staffing levels have changed over the last
12 months.
Please indicate how you expect
temporary/contract staffing levels
to change over the next 12 months.
0–2 3–5 6–9 10–14 15+
Years of experience
0
20%
40%
60%
80%
100%
0–2 3–5 6–9 10–14 15+
Years of experience
0
20%
40%
60%
80%
100%
MEASURES OF WORTH
ACCOUNTING FINANCE
Accounting Finance

Increased
Remained the same
Decreased36.9%
36.0%
27.1%
Increase
Remain the same
Decrease55.6%
31.1%
13.3%
Lack of training professional development available
Fewer people entering the job market in your industry
People relocating to other regions
People leaving to join a different industry
Retirement
Nothing
Other
36.7%
22.5%
13.6%
16.8%
10.4%
1.1%
16.0%
67.9%
46.5%
47.6%
32.1%
36.9%
Recruitment Challenges
Almost two–thirds (60%) of accounting and finance professionals say there is a moderate to
extreme skills shortage in their function, which is less than the 61 per cent across all functions.
More than a third (37%) say a lack of training and professional development is to blame for
what shortages they are experiencing, and the same proportion say they are offering training
as a tool for talent attraction. The majority (68%) are hoping competitive salaries will set them
apart, with almost half also saying they are promoting benefits and company culture to attract
the candidates they need.
Recruitment challenges
What do you think the main reason is for
the skills shortage in your industry?
How are you making your company
attractive to recruit top talent?
Permanent hiring activity
Over the last 12 months, permanent staff
Roles in Demand
Project
accountants
Commercial
retail property
accountants
Tax and audit
specialists
Financial
analysts
Compliance
and risk
specialists
In the competition for niche talent, we are fortunate to benefit
from our success and reputation in the market, both as a business and
as an employer. We see our corporate and employer brands as closely
intertwined – we are collaborative, entrepreneurial and client–focused,
with a suite of unique service offerings that allow our clients and staff
to benefit from a full–service business advisory approach. Building and
maintaining a strong employer brand is crucial to competing for the
best employees.
Rhonda Klosler, Partner, Chief Operating Officer, Collins Barrow Toronto
Job Seeker Insights
1
There is a trend of newly qualified
professionals becoming impatient
and looking to move before they have
learned all their current employer can
teach them. Get a step ahead of your
competition by becoming an expert in
your industry before you move.
2
An industry designation is increasingly
becoming a requirement, not a
“nice–to–have”. If you want to be
really competitive in the market
start working towards and completing
your CPA.
3
If you want to move from contract to a
permanent role focus on learning about
compliance and policy/process
development. Banking and financial
employers are looking for candidates
with understanding of how these impact
their organization.
Employer Insights
1
Shorten your recruitment process where
possible. We are seeing companies
miss out on top candidates because the
decision making process takes too long.
This indicates to potential hires that you
are slow to make decisions and aren’t
100 per cent convinced by the candidate.
2
Even in candidate–rich markets such
as Central Canada, the best people
are working or considering multiple
offers so don’t assume that
compensation expectations are
dropping across the board.
3
If you have very specific requirements
look for transferable skills and trainable
candidates. For example, it may be
easier to hire for soft skills and train
for technical skills, while project
accountants can often fill a property
accountant role.
Accounting FinanceAccounting Finance

All figures are expressed in thousand Canadian dollars and as annual gross salaries.
Public Practice
Small Vancouver Calgary GTA Ottawa Montréal
Audit Manager 65–80 75–90 70–85 65–75 65–75
Audit Senior 55–70 70–80 55–70 55–70 55–70
Tax Senior Manager 90–100 90–110 100–110 80–115 80–115
Tax Manager 75–95 75–95 80–100 80–110 80–110
Tax Senior 60–75 60–75 65–80 65–80 65–80
Medium Vancouver Calgary GTA Ottawa Montréal
Audit Manager 85–95 80–95 75–90 75–90 75–90
Audit Senior 55–65 70–80 60–75 60–75 60–75
Tax Manager 70–100 90–110 90–115 90–115 90–115
Tax Senior 60–75 65–90 70–85 70–85 70–85
Large Vancouver Calgary GTA Ottawa Montréal
Audit Manager 80–100 95–120 80–95 80–95 80–95
Audit Senior 65–80 65–80 65–80 65–80 65–80
Tax Manager 90–115 95–115 90–115 90–120 90–120
Tax Senior 75–90 75–95 75–90 75–90 75–90
0%
3%
3% to 6%
6% to 10%
10%
2.4%
1.2% 3.6%
12.2%
55.6%
25.0%
Benefit Insights
Fewer accounting and finance employers
expect to increase benefits in 2016 than 2015
but those who will be expanding their
offering are focused on flexible work
options, pension support, and extended
health benefits. According to the survey
results, most accounting and finance
professionals value career growth,
performance bonuses and vacation
time more than other benefits, but only
half of employers say they offer training,
bonuses, and more than 10 days of vacation
time, creating opportunities for improving
your talent attraction methods without
increasing base salaries.
0%
3%
3% to 6%
6% to 10%
10%
51.5%
27.4%
2.8%1.6%
3.6% 13.1%
Accounting and finance professionals report slightly more pay increases than the
cross–function average with one–third (33%) reporting increases of more than
three per cent, compared with one–quarter (30%) of all respondents. Looking
ahead this optimism continues with just 16 per cent expecting no increases in 2016,
compared with 22 per cent saying the same in the cross–functional breakdown.
Benefits
Top five benefits being added in 2016
Ability to work from home
Flexible work hours
Pension/RRSP contribution/matching
Hiring bonus/incentive
Extended health benefits
6.6%
5.0%
4.4%
3.6%
3.0%

Private Enterprise
Revenues up to
100 million
Vancouver Calgary GTA Ottawa Montréal
Chief Financial Officer 140–200 150–200 180–220 110–200 110–200
Vice President, Finance 140–180 150–180 130–180 110–180 110–180
Director, Finance 100–150 110–150 120–160 100–140 100–150
Controller 90–110 105–130 80–120 80–110 80–120
Assistant Controller 75–90 80–110 75–95 70–85 75–95
Senior Accountant 60–80 65–80 60–80 50–75 50–80
Accounting Manager 65–80 65–75 70–85 65–80 70–85
Treasury Manager 85–90 85–105 90–100 85–95 85–95
Treasurer 70–90 70–90 70–90 70–90 70–90
Director, Tax 90–115 95–120 135–160 90–115 90–115
Senior Tax Manager 80–110 95–120 110–120 80–110 90–110
Tax Manager 75–90 80–100 80–100 70–95 70–95
Tax Analyst 70–85 65–85 60–80 65–85 65–85
Internal Audit Manager 70–85 75–90 70–85 65–85 65–85
Internal Auditor 55–70 65–80 65–80 60–80 60–80
Manager, Financial
Reporting
90–100 100–120 80–100 80–110 80–110
Manager, Financial
Planning/Analysis
90–110 100–110 90–110 80–110 80–110
Senior Financial Analyst 75–90 75–95 70–85 75–90 75–95
Financial Analyst 60–75 60–75 55–70 50–75 50–75
All figures are expressed in thousand Canadian dollars and as annual gross salaries.All figures are expressed in thousand Canadian dollars and as annual gross salaries.
Private Enterprise
Revenues from
100–250m
Controller 90–120 110–135 90–130 80–120 90–130
Treasurer 65–90 75–95 75–90 75–85 75–85
Director, Tax 100–130 120–140 110–140 100–130 110–140
Senior Tax Manager 90–120 120–130 110–130 90–120 100–130
Tax Manager 85–105 100–120 85–110 80–100 85–110
Tax Analyst 70–85 80–100 65–80 70–85 70–90
Manager, Financial
Reporting
85–100 100–125 90–110 80–110 90–125
Manager, Financial
Planning/Analysis
90–110 95–115 90–115 80–110 90–115

Private Enterprise
Revenues of
250–500m
Controller 90–130 120–150 100–130 90–130 100–145
Treasurer 70–95 75–95 75–90 70–95 75–95
Director, Tax 100–130 120–150 120–150 100–140 120–150
Senior Tax Manager 95 – 120 120–140 120–140 95–120 100–140
Tax Manager 90–110 105–120 90–120 70–95 70–95
Tax Analyst 70–85 80–105 70–80 65–85 65–85
Manager, Financial
Reporting
95–115 105–125 95–115 80–110 80–110
Manager, Financial
Planning/Analysis
90–115 100–120 90–115 80–110 80–110
Publicly Traded
Revenues of 500m
and higher
Chief Financial Officer 300+ 300+ 300+ 300+ 300+
Controller 130–170 140–225 125–160 120–150 125–160
Treasurer 100–125 95–120 90–110 85–115 90–110
Senior Director, Tax/
Vice President, Tax
150–220 180–250 180–250 150–220 150–220
Director, Tax 130–180 130–220 150–200 130–180 140–200
Tax Manager 95–125 100–150 85–150 95–125 100–150
Tax Analyst 80–100 85–125 70–90 70–90 80–100
Manager, Financial
Reporting
100–140 125–170 100–130 90–130 100–140
Manager, Financial
Planning/Analysis
100–130 110–150 100–130 100–150 110–150

Accounting Support
Low Vancouver Calgary GTA Ottawa Montréal
Accounts Receivable
Manager
50–60 70–80 50–60 50–60 50–60
Accounts Receivable
Supervisor
45–55 65–75 50–55 50–60 50–60
Accounts Receivable
Clerk
35–40 40–45 35–40 30–35 30–35
Accounts Payable
Manager
50–55 65–75 50–60 45–55 45–55
Accounts Payable
Supervisor
45–50 45–65 40–48 40–45 40–45
Accounts Payable Clerk 35–40 40–50 35–40 30–35 30–35
Intermediate Accountant 40–50 60–70 40–50 40–45 40–45
Junior Accountant 35–45 40–50 35–45 32–38 32–38
Senior Property
Accountant
50–60 65–75 50–55 50–60 50–60
Property Accountant 45–55 50–60 40–50 45–60 45–60
Senior Project
Accountant
55–65 65–75 45–55 50–65 50–65
Project Accountant 45–55 55–65 40–45 45–60 45–60
Payroll Manager 60–80 75–85 50–55 60–90 60–90
Payroll Team Lead 55–65 70–80 45–50 50–65 50–65
Payroll Specialist 50–60 60–70 40–45 40–50 45–50
Payroll Coordinator 45–55 50–55 33–37 35–40 35–40
Payroll Administrator 40–50 40–50 30–35 30–40 35–40
Director, Credit/
Collections
90–110 110–125 110–125 80–100 100–115
Credit/Collections
Manager
60–65 70–80 60–75 50–60 50–60
Credit/Collections
Supervisor
50–55 55–60 50–55 40–45 40–45
Credit/Collections
Specialist
40–50 55–65 40–45 35–40 35–40
Credit/Collections
Administrator
35–40 40–50 35–40 35–37 35–37
Accounting Support
Typical Vancouver Calgary GTA Ottawa Montréal
Accounts Receivable
Manager
55–65 70–80 55–70 45–55 45–55
Accounts Receivable
Supervisor
50–60 60–70 50–60 45–55 45–55
Accounts Receivable
Clerk
40–45 50–60 40–50 35–45 35–45
Accounts Payable
Manager
50–60 70–80 60–70 50–60 50–60
Accounts Payable
Supervisor
45–55 60–70 50–60 40–48 45–48
Senior Property
Accountant
55–70 75–85 55–70 50–60 50–60
Senior Project
Accountant
55–70 75–80 55–65 50–65 50–65
Payroll Manager 80–110 85–125 55–65 60–90 65–110
Director, Credit/
Collections
90–110 110–125 110–125 80–100 100–115
Credit/Collections
Manager
70–80 75–85 70–85 60–70 50–60
Credit/Collections
Supervisor
50–60 55–65 55–60 40–45 40–45
Credit/Collections
Specialist
45–55 55–60 45–50 35–40 35–40
Credit/Collections
Administrator
40–45 45–50 40–45 35–37 35–37

Accounting Support
High Vancouver Calgary GTA Ottawa Montréal
Accounts Receivable
Manager
55–70 70–90 65–85 50–75 50–75
Accounts Receivable
Supervisor
55–65 65–75 55–65 45–50 45–55
Accounts Receivable
Clerk
45–50 55–60 43–50 38–45 38–45
Accounts Payable
Manager
55–70 70–90 65–85 45–60 45–60
Accounts Payable
Supervisor
55–60 65–75 55–65 40–50 40–50
Senior Property
Accountant
60–75 80–95 65–80 60–75 60–75
Senior Project
Accountant
65–80 70–85 60–75 65–80 65–80
Payroll Manager 80–110 90–140 65–90 60–85 60–85
Director, Credit/
Collections
100–125 125–150 125–140 90–115 100–140
Credit/Collections
Manager
80–90 90–110 85–110 80–90 75–115
Credit/Collections
Supervisor
65–75 70–75 60–75 60–75 60–75
Credit/Collections
Specialist
55–60 50–55 50–55 40–55 50–60
Credit/Collections
Administrator
45–50 50–55 45–50 40–50 45–55
Big 5 – Large (National) Typical
Chief Financial Officer 300+
Chief Risk Officer 300+
Chief Compliance Officer 300+
Vice President, Risk 170–230
Vice President, Compliance 170–230
Vice President, Audit 170–230
Vice President, Finance 170–230
Director, Finance 120–150
Director, Risk 120–150
Director, Audit 120–150
Director, Compliance 120–150
Senior Manager, Risk 90–120
Senior Manager, Compliance 90–120
Senior Manager, Audit 90–120
Manager, Risk 70–90
Manager, Compliance 70–90
Manager, Audit 70–90
Investment Banking,
Junior Associate
85–115
Investment Banking,
Senior Associate
125–175
Investment Banking,
Assistant Director
175+
Commercial Banking
Small Business (750K)
70–110
Commercial Banking
Mid Market (1M–10M)
90–145
Commercial Banking Large
Market – Syndicated (10M+)
90–145
Commercial Banking
AVP/Team Lead
115–145
Vice President,
Commercial Banking
145+
Small–Mid Size (National) Typical
Chief Financial Officer 150–250
Chief Risk Officer 150–250
Chief Compliance Officer 150–250
Vice President, Risk 140–180
Vice President, Compliance 140–180
Vice President, Audit 140–180
Vice President, Finance 140–180
Director, Finance 110–140
Director, Risk 110–140
Director, Audit 110–140
Director, Compliance 110–140
Senior Manager, Risk 80–110
Senior Manager, Compliance 80–110
Senior Manager, Audit 80–110
Manager, Risk 70–100
Manager, Compliance 70–100
Manager, Audit 70–100
Banking and Financial Institutions

Stengthening
Static
Weakening
12.1%
42.4%
45.5%
Increased
Remained the same
Decreased
15.2%
51.5%
33.3%
Increase
Remain the same
Decrease
33.3%
54.6%
12.1%
Increase
Decrease
Remain the same
Increased
Decreased
Remained the same
The strength of the construction market across Canada means a stable market for architecture
firms, in general, although those in Central Canada have been affected by the oil and gas
downturn. A general reduction in spending in the region has meant some projects have been
paused or cancelled. However, in Alberta the NDP government is likely to increase spending
on infrastructure, and similar budget increases from the federal government could see demand
increase across Canada for infrastructure design work. Many Edmonton firms still have a
backlog of work from the past two years of increased funding for schools in the area and most
cities are seeing the continuing housing shortage drive demand for high–rise residential design
work. Montreal–based WSP Global Inc acquired both Parsons and MMM in the past 18 months,
increasing their footprint across Canada.
Market Insights
Architecture employers are more positive about 2015 than the all–industry averages,
with just 15 per cent of architecture respondents saying business activity decreased in 2015,
compared with 25 per cent overall. Expectations for next year are similar to 2015, and most
are optimistic about the economic outlook with 88 per cent saying it will stabilize or strengthen
in 2016. This is more optimistic than the overall results where only 78 per cent agree.
Economic outlook
Hiring Trends
Almost half of architecture respondents say they increased headcount in 2015, compared
with one–third of cross–functional respondents who said the same. Next year looks similar,
with 10 per cent predicting a decrease in headcount, still lower than the 15 per cent overall.
Of the firms that use temporary staff, about half increased hiring in 2015, but only one–third
expect to increase again in 2016.
12 months.
Business activity
activity to:
We are not certain what impact recent elections or the oil glut will have on our practice in
2016. There will definitely be some softening the volume of projects but we optimistically hope
to remain stable throughout 2016.
Don Surphlis, Vice President, Operations, Norr Architecture
0–2 3–5 6–9 10–14 15+
Years of experience
0
20%
40%
60%
80%
100%
0–2 3–5 6–9 10–14 15+
Years of experience
0
20%
40%
60%
80%
100%
Architecture Interior Design
MEASURES OF WORTH
ARCHITECTURE INTERIOR DESIGN

Increased
Remained the same
Decreased35.0%
45.0%
20.0%
Increase
Remain the same
Decrease
45.0%
45.0%
10.0%
Lack of training professional development available
Fewer people entering the job market in your industry
People relocating to other regions
People leaving to join a different industry
Retirement
Nothing
Other
44.5%
25.9%
14.8%
14.8%
Recruitment Challenges
About two–thirds of architecture employers say they are experiencing a moderate to severe
skills shortage, but when we break that figure down, only about one–third say it is severe.
Most are experiencing moderate shortages, in specific areas. A lack of training and
development is cited as the main reason for the skills shortage, and we are seeing a number
of candidates with training but without the experience needed for professional development.
That said, architecture employers are actively addressing this issue with 71 per cent saying
they are using training and development opportunities to attract top talent.
Recruitment challenges
What do you think the main reason is for
the skills shortage in your industry?
How are you making your company
attractive to recruit top talent?
Permanent hiring activity
Over the last 12 months, permanent staff
Roles in Demand
Architectural
technologists
Contract
administrators
Job
captains
Senior
interior
designers
BIM
coordinators
We continue to experience a shortage of mid–career candidates
within the architectural design and production disciplines. As we grow
and improve our practice, these are the people in greatest demand.
Entry level candidates are available due to an ongoing supply of
post–secondary graduates and economic softening in some market
sectors. Additional effort and resources must be dedicated to the
recruitment process if firms expect to succeed in attracting high
quality candidates. At present, we are evaluating our interview,
testing and selection process. This will hopefully enable us to make
better, long-term hiring choices.
Job Seeker Insights
1
Employers are looking for employees
who are likely to stay in a role over a
number of years, so if most of your
experience has been on contracts,
indicate that on your resume to explain
frequent moves.
2
Complete a Revit Certificate, a sought
after credential by employers, that will
also demonstrate your commitment to
your own professional development.
3
Include specific metrics and results
with your responsibilities and work
experience. Employers want to know
that you are able to achieve objectives
beyond just a job title and time in a role.
Employer Insights
1
A significant proportion of architectural
firms are increasing their training
and development offering so if you’re
not selling that benefit to candidates,
you could get left behind.
2
If you’re a smaller firm it can be hard to
stand out compared to the big names. Set
your company apart with an employer
value proposition that explains to target
candidates what the benefits are in
working for your company, over a larger
or higher profile company.
3
Be open to recruiting from outside
the province when necessary. Smaller
populations can mean limited candidate
numbers and we are seeing architecture
and interior design companies look
further afield to find the right candidate.
14.3%
57.1%
50.0%
64.3%
78.6%
71.4%
Architecture Interior DesignArchitecture Interior Design

Architecture
Low Vancouver Calgary Edmonton GTA Ottawa Montréal
Architect 50–75 50–70 45–65 50–75 40–50 40–50
Technologists 40–50 45–50 40–50 45–55 35–45 35–45
Job Captain 50–65 50–65 50–65 55–65 50–65 50–65
Project Manager 70–75 70–75 70–75 60–70 60–70 60–70
BIM Manager 45–65 80–90 80–110 45–65 45–65 45–65
Typical Vancouver Calgary Edmonton GTA Ottawa Montréal
Architect 70–90 70–90 65–95 70–90 70–90 70–90
Technologists 55–65 50–75 50–80 55–65 50–65 50–65
Job Captain 65–80 70–85 65–85 65–80 65–80 65–80
Project Manager 85–95 80–90 75–90 70–85 70–90 70–90
BIM Manager 65–85 90–100 80–110 65–85 65–85 65–85
High Vancouver Calgary Edmonton GTA Ottawa Montréal
Architect 90–115 90–115 95–135 90–120 90–120 90–120
Technologists 75–90 80–95 80–95 65–85 65–85 65–85
Job Captain 85–95 90–95 85–100 80–90 80–90 80–90
Project Manager 90–100 90–115 90–110 85–120 85–140 85–140
BIM Manager 80–110 90–110 80–110 85–100 85–100 85–100
Interior Design
Low Vancouver Calgary Edmonton GTA Ottawa Montréal
Interior Designer 40–50 40–50 35–45 45–50 40–50 40–50
Interior Design
Technologist
40–50 40–50 35–45 45–55 35–45 35–45
Typical Vancouver Calgary Edmonton GTA Ottawa Montréal
Interior Design
Technologist
50–60 50–60 45–65 50–65 50–60 50–60
High Vancouver Calgary Edmonton GTA Ottawa Montréal
Interior Design
Technologist
60–80 60–80 65–85 65–85 65–85 65–85
All figures are expressed in thousand Canadian dollars and as annual gross salaries.
0%
3%
3% to 6%
6% to 10%
10%
33.3%
41.7%
25.0%
0%
3%
3% to 6%
6% to 10%
10%
4.2%
16.7%
37.5%
41.8%
Benefit Insights
Career growth, vacation, training and
development top the list of most impactful
benefits, which meshes well with the benefits
being added in 2016, as eight per cent of
employers say they are increasing the
professional development they offer.
This aligns with the concerns around
training and development in the industry,
and shows the opportunities for employers
to attract top talent without having to
increase base salaries.
Salaries in 2015 remained largely stable, with either no increases, or increases of less than
six per cent. Almost half of architecture employers say they increased salaries by three
to six per cent, which is higher than the overall average, indicating that the industry is seeing
the benefit of the continued strength of the construction market.
Benefits
Top five benefits being added in 2016
Individual performance–related bonus
Pension/RRSP contribution/matching
Flexible work hours
Ability to work from home
9.0%
8.0%
8.0%
6.0%
4.0%
Professional development
In Western Canada, we are always influenced by economic activity in the oil and
gas sector. This has particular impact on the availability of engineers and the salaries
paid to this discipline.
Architecture Interior Design Architecture Interior Design

Stengthening
Static
Weakening
23.1%
29.6%
47.3%
Increased
Remained the same
Decreased
33.2%
37.1%
29.7%
Increase
Remain the same
Decrease
32.1%
50.6%
17.3%
Increase
Decrease
Remain the same
Increased
Decreased
Remained the same
While the major construction boom we were seeing has tapered off a little, the industry
remains strong and there are still a significant number of projects in progress and in the
pipeline that will continue to drive business activity across Canada. A number of acquisitions
is seeing contractors such as Plan Group, Black McDonald, and Modern Niagara, as well as
consulting engineering firm WSP Global, strengthen their market share. The end of the
Pan Am Games has seen a more traditional construction environment return to Toronto
with large civil projects such as the $8.4 billion Eglinton Crosstown line, and demand for
housing is still driving high-rise and residential builds. The construction industry employs
10 per cent of the BC population, where building permit approvals have reached their highest
levels since 2007. There is also a wave of major projects moving ahead such as Site C and the
Women’s and Children’s Hospital in Vancouver which will keep driving activity in the market.
Commercial and institutional construction drive the market in Montreal, where some sectors
such as Industrial are seeing a small downturn. Central Canada has been hit the hardest by
the economic changes, but school builds in Saskatchewan and Alberta are going ahead,
and government infrastructure projects are likely to drive some activity in 2016.
Market Insights
Construction respondents report considerably more of a decrease of business activity in 2015
than the overall average with one–third saying it dropped, compared with just a quarter of the
cross–industry respondents. They are more optimistic about next year, but still not as optimistic
as Canadian employers overall.
Economic outlook
Hiring Trends
Construction market hiring is largely on par with cross–industry rates, although with slightly
more reporting hiring increases in 2015 with 37 per cent compared with national reports
of 34 per cent. Next year employers are more optimistic, with just 15 per cent expecting
decreases in headcount in 2016.
12 months.
Business activity
activity to:
0–2 3–5 6–9 10–14 15+
Years of experience
0
20%
40%
60%
80%
100%
0–2 3–5 6–9 10–14 15+
Years of experience
0
20%
40%
60%
80%
100%
Important abilities that I believe are required by both employers and construction
professionals in this changing market are agility and adaptability. For candidates I suggest
building a strong foundation in the technical skills. Candidates that are mobile and able to
relocate to where they can gain valuable experience early in their career will see a significant
advantage over their peers who are less mobile, enabling them to rise to more senior positions
in the future.
Chris Gower, Chief Operating Officer, Buildings, PCL Constructors Inc.
MEASURES OF WORTH
CONSTRUCTION
Construction

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