This document discusses the fragmentation of the modern workforce. It begins by outlining Charles Handy's "shamrock" organizational model and how the workforce has evolved beyond traditional full-time employment. It then examines trends like the rise of contingent workers, freelancers, online platforms, and flexible working arrangements. The implications of this fragmented workforce are discussed, such as the need for new policies and the opportunities it presents for intermediaries and the recruitment industry.
Plotnick writing sample - Wake Tech Training the Corporate WorkforceJoan Plotnick
When Jeff Benes and Bob Mackowiak started their own manufacturing company, Catalyst Manufacturing, after being laid off, they received training from Wake Tech Community College (WTCC) in both hard skills like operating equipment and soft skills like leadership and communication. This training helped Catalyst Manufacturing grow into a multimillion dollar company with facilities in North Carolina, New York, and Mexico employing 300 people. WTCC provides valuable workforce training to many companies in the region from small startups to large multinational corporations, helping to attract and retain high-tech industries to the area. As the economic landscape changes, WTCC adapts its training programs to meet emerging needs like bilingual medical training and retraining displaced workers
The document summarizes the key findings of the Outward Bound Trust regarding the UK government's proposed apprenticeship levy. The main points are:
- The levy of 0.5% on company payrolls over £3 million will be used to fund three million new apprenticeships by 2020.
- It will be collected through PAYE starting in April 2017. Employers will receive an allowance of £15,000 and a 10% top-up from the government to spend on apprenticeships.
- Funds must be spent on approved apprenticeship training within 18 months or will expire. Employers can only spend funds on approved training providers listed on the new Digital Apprentices
Article upgrade yourself or stay unemployedBogdan Negru
Academic paper on the connections between the skills gap and rising unemployment among young people. A study carried out in Romania confirming Consulting Firm McKinsey's global study.
The document discusses the Wall Street West initiative in Northeastern Pennsylvania which aims to develop the region as a backup location for financial services companies. It received a USD $15 million grant and has conducted various analyses. Workforce training programs were established through partnerships between businesses, education institutions and workforce development boards. The initiative seeks to expand these partnerships and replicate successful career preparation models to strengthen the talent pipeline for key industries.
The document summarizes an initiative by AT&T and Junior Achievement to provide job shadowing opportunities for high school students. Through the initiative, over 100,000 students across the US have shadowed AT&T employees to learn about career options and skills needed for the workplace. Recently, 75 students from Buchtel's High School in Akron, Ohio participated in the initiative at an AT&T location. Studies show the initiative is helping to increase student motivation to stay in school and awareness of career paths.
This document discusses the fragmentation of the modern workforce. It begins by outlining Charles Handy's "shamrock" organizational model and how the workforce has evolved beyond traditional full-time employment. It then examines trends like the rise of contingent workers, freelancers, online platforms, and flexible working arrangements. The implications of this fragmented workforce are discussed, such as the need for new policies and the opportunities it presents for intermediaries and the recruitment industry.
Plotnick writing sample - Wake Tech Training the Corporate WorkforceJoan Plotnick
When Jeff Benes and Bob Mackowiak started their own manufacturing company, Catalyst Manufacturing, after being laid off, they received training from Wake Tech Community College (WTCC) in both hard skills like operating equipment and soft skills like leadership and communication. This training helped Catalyst Manufacturing grow into a multimillion dollar company with facilities in North Carolina, New York, and Mexico employing 300 people. WTCC provides valuable workforce training to many companies in the region from small startups to large multinational corporations, helping to attract and retain high-tech industries to the area. As the economic landscape changes, WTCC adapts its training programs to meet emerging needs like bilingual medical training and retraining displaced workers
The document summarizes the key findings of the Outward Bound Trust regarding the UK government's proposed apprenticeship levy. The main points are:
- The levy of 0.5% on company payrolls over £3 million will be used to fund three million new apprenticeships by 2020.
- It will be collected through PAYE starting in April 2017. Employers will receive an allowance of £15,000 and a 10% top-up from the government to spend on apprenticeships.
- Funds must be spent on approved apprenticeship training within 18 months or will expire. Employers can only spend funds on approved training providers listed on the new Digital Apprentices
Article upgrade yourself or stay unemployedBogdan Negru
Academic paper on the connections between the skills gap and rising unemployment among young people. A study carried out in Romania confirming Consulting Firm McKinsey's global study.
The document discusses the Wall Street West initiative in Northeastern Pennsylvania which aims to develop the region as a backup location for financial services companies. It received a USD $15 million grant and has conducted various analyses. Workforce training programs were established through partnerships between businesses, education institutions and workforce development boards. The initiative seeks to expand these partnerships and replicate successful career preparation models to strengthen the talent pipeline for key industries.
The document summarizes an initiative by AT&T and Junior Achievement to provide job shadowing opportunities for high school students. Through the initiative, over 100,000 students across the US have shadowed AT&T employees to learn about career options and skills needed for the workplace. Recently, 75 students from Buchtel's High School in Akron, Ohio participated in the initiative at an AT&T location. Studies show the initiative is helping to increase student motivation to stay in school and awareness of career paths.
The document discusses challenges facing high school students transitioning to career or further education. It highlights declining youth employment, skills gaps, and growing career opportunities in fields like healthcare, advanced manufacturing, and STEM that require education beyond high school. Resources like PA CareerLink and CareerZone are introduced to help students explore options and develop skills for future success.
B 1 management strategies in paint industry - by dilip chenoyGn Tewari
The document discusses challenges in developing skilled workforce in India to support economic growth. It notes that while India's economy is poised for double digit growth, there is a large gap between the number of skilled workers needed and current vocational training capacity. The paint industry in particular faces issues like seasonal and migrant workers, lack of standardized training programs, and changing skill needs. It proposes that industries work together with the National Skill Development Corporation to increase training scale and quality through public-private partnerships.
PAT_YASC_General Story Open House AD Spring 2009Rui Cunha
The Youth Apprenticeship Standards Council (YASC) and Pre-Apprenticeship Training Institute (PAT) work together to provide skilled trades training and job placement. PAT provides hands-on training in fields like electrical, plumbing, and HVAC. Graduates meet industry standards and are sought after by employers. Over 300 employers hire PAT graduates, who are productive from day one. YASC and PAT help address upcoming skilled labor shortages and provide a path to second careers for those displaced from other industries.
Columbus State Community College provides workforce development strategies to build workforce pipelines for in-demand industries. It focuses on developing career pathways with academic programs aligned to industry needs. It also integrates workforce skills into academic programs and collaborates on industry sector strategies to understand talent needs. For information technology, it piloted certificate programs for business analysts and Java developers to address skills gaps. For insurance, it identified in-demand occupations and developed strategies to close talent shortages through higher education partnerships.
Deputy Assistant Secretary Mason M. Bishop 6.14.07Mason Bishop
- The document discusses priorities for improving the Trade Adjustment Assistance (TAA) program, which provides assistance to workers who lose their jobs due to international trade.
- Key priorities include giving workers more choices to earn and learn through education/training while working part-time, improving access to education/training programs, providing early intervention services before layoffs occur, and better integrating TAA with the broader workforce development system.
- The Department of Labor also discusses administrative improvements made to the program related to fiscal management, performance tracking, and speeding up the petition process for certifying worker eligibility.
This document provides an overview and analysis of Back on My Feet (BoMF), a nonprofit organization that helps homeless individuals gain employment and housing through a running program. It discusses BoMF's model and impact, identifying that while over 70% of members improve their self-efficacy, most secure only entry-level jobs paying around $11/hour. To help members achieve self-sufficiency, the document recommends BoMF partner with training programs in fast-growing industries like healthcare, leisure/hospitality, and middle-skills jobs projected to increase. The student group analyzed each BoMF chapter city to identify partnership opportunities in these industries for skills development and higher-paying career opportunities.
Responses to this Inquiry by the Senate Community Affairs References Committee closed on 4 March 2016. The Committee will report its findings on 30 June 2016. In association with ACIWAG, RDAI has made a response.
The document discusses creating a disability-friendly workplace in Singapore. While Singapore has made progress in employing people with disabilities (PWDs), their employment rate still lags behind and many face challenges in securing meaningful work. Initiatives like the Enabling Masterplan and Open Door Fund aim to improve PWD employment, but barriers remain, including a lack of job-ready PWDs and an need to change mindsets. Successful companies emphasize treating PWD employees with dignity equal to others, focusing on ability rather than disability.
In 2012/13, 20 years after LSE Enterprise took on its first two projects, we connected governments, charities and private sector companies with 388 academics and experts, from almost 50 of LSE’s departments, research centres, groups and units as well as beyond the School.
WNS Global Services (Pvt) Ltd. is a large-scale business process outsourcing company located in Colombo, Sri Lanka with over 850 employees. The company's vision is "One WNS. One Goal – Outperform" and its mission is to "enable our clients to outperform with our passion for services and innovation." A PESTEL analysis identifies several political, economic, social, technological, environmental, and legal factors that influence the company's business activities in Sri Lanka. A SWOT analysis notes strengths such as a skilled English-speaking workforce, opportunities to expand in less competitive markets, and weaknesses around talent shortages and country obscurity.
Jennifer McNelly, President of The Manufacturing Institute, testified before the House Committee on the challenges facing the US manufacturing workforce. She outlined that while manufacturing remains important, there is a shortage of skilled labor. The Manufacturing Institute has developed a Skills Certification System to address this by aligning education with industry standards and creating stackable credentials. Over 173,000 workers have gained skills through the program. McNelly calls for addressing misperceptions about manufacturing careers and policies to support workforce development strategies.
PTCL faces threats from substitute products as competitors like Warid, Mobilink and Ufone are growing rapidly and gaining market share. PTCL's growth rate declined in 2012 while competitors increased substantially. A key weakness is PTCL's high switching costs, making it difficult to attract new customers. However, barriers to entry for new competitors remain high due to PTCL's established brand, infrastructure and resources.
White Paper: Addressing Worker Shortages in the Skilled TradesTulsa Welding School
The popularity of America’s skilled trade careers has been in steady decline for the past few generations, and industries that have relied on American workers across the country are now feeling the effects of that. While the shortage puts employers at a disadvantage, it also creates huge opportunities for newcomers to the industry. - See more at: http://www.weldingschool.com/blog/how-to/white-paper-addressing-worker-shortages-in-the-skilled-trades/
The document discusses using cognitive apprenticeship as a model for faculty development in blended learning at Marquette University. [1] It describes how Marquette designed a hybrid faculty development course using cognitive apprenticeship processes like modeling, coaching, and reflection. [2] Participants found the course format and instruction superior and that it helped them design their own blended courses. [3] Feedback showed that the cognitive apprenticeship approach and high level of support were effective in helping faculty learn how to incorporate blended learning practices.
Apprenticeship gives concrete, hands-on skills that can be put to work in a chosen occupation. A college degree opens up a wide range of opportunities for advancement and career flexibility. Each offers an official credential certifying participants’ skills and knowledge. Together, they can provide young adults with a unique and valuable education. In this workshop Jeanine Nagrod, Executive Director of NJ Place, at Rutgers University, and Liem Tran, of the Wentworth Institute of Technology, will describe how their programs are designed to enable young adults to attain both.
The document describes how Marquette University used cognitive apprenticeship principles to provide faculty development in blended learning. Faculty participated in a hybrid course that modeled blended learning techniques. Through coaching, scaffolding, articulation and reflection, participants learned how to design their own blended courses. Feedback indicated the cognitive apprenticeship approach was effective, with many faculty reporting they would adopt techniques in their own teaching.
This document provides an overview of apprenticeships, including what they are, common misconceptions, examples of training providers and case studies. Some key points:
- Apprenticeships combine on-the-job training with classroom learning, allowing you to earn a wage and gain a qualification.
- They are available in over 50 fields and involve spending time both working and studying with a training provider.
- Case studies highlight successful individuals like Jamie Oliver and Ruth Badger who credits an apprenticeship with helping launch their careers.
This document provides instructions for an assignment where students will visit various virtual art galleries in Second Life to find inspiration for a 15-second animation. Students will select one piece of art, write a 300-word analysis of it discussing various art elements, and create an animation in Flash based on the work. They will then present their animation and talk about the piece of art that inspired it.
This presentation is created by myself to present on an OPEN DAY at HT Skills.
It has been uploaded to Slideshare.net to emphasize ONLY on my presentation skills and nothing else..
This presentation is not to promote or de-market HT Skills.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
The document discusses challenges facing high school students transitioning to career or further education. It highlights declining youth employment, skills gaps, and growing career opportunities in fields like healthcare, advanced manufacturing, and STEM that require education beyond high school. Resources like PA CareerLink and CareerZone are introduced to help students explore options and develop skills for future success.
B 1 management strategies in paint industry - by dilip chenoyGn Tewari
The document discusses challenges in developing skilled workforce in India to support economic growth. It notes that while India's economy is poised for double digit growth, there is a large gap between the number of skilled workers needed and current vocational training capacity. The paint industry in particular faces issues like seasonal and migrant workers, lack of standardized training programs, and changing skill needs. It proposes that industries work together with the National Skill Development Corporation to increase training scale and quality through public-private partnerships.
PAT_YASC_General Story Open House AD Spring 2009Rui Cunha
The Youth Apprenticeship Standards Council (YASC) and Pre-Apprenticeship Training Institute (PAT) work together to provide skilled trades training and job placement. PAT provides hands-on training in fields like electrical, plumbing, and HVAC. Graduates meet industry standards and are sought after by employers. Over 300 employers hire PAT graduates, who are productive from day one. YASC and PAT help address upcoming skilled labor shortages and provide a path to second careers for those displaced from other industries.
Columbus State Community College provides workforce development strategies to build workforce pipelines for in-demand industries. It focuses on developing career pathways with academic programs aligned to industry needs. It also integrates workforce skills into academic programs and collaborates on industry sector strategies to understand talent needs. For information technology, it piloted certificate programs for business analysts and Java developers to address skills gaps. For insurance, it identified in-demand occupations and developed strategies to close talent shortages through higher education partnerships.
Deputy Assistant Secretary Mason M. Bishop 6.14.07Mason Bishop
- The document discusses priorities for improving the Trade Adjustment Assistance (TAA) program, which provides assistance to workers who lose their jobs due to international trade.
- Key priorities include giving workers more choices to earn and learn through education/training while working part-time, improving access to education/training programs, providing early intervention services before layoffs occur, and better integrating TAA with the broader workforce development system.
- The Department of Labor also discusses administrative improvements made to the program related to fiscal management, performance tracking, and speeding up the petition process for certifying worker eligibility.
This document provides an overview and analysis of Back on My Feet (BoMF), a nonprofit organization that helps homeless individuals gain employment and housing through a running program. It discusses BoMF's model and impact, identifying that while over 70% of members improve their self-efficacy, most secure only entry-level jobs paying around $11/hour. To help members achieve self-sufficiency, the document recommends BoMF partner with training programs in fast-growing industries like healthcare, leisure/hospitality, and middle-skills jobs projected to increase. The student group analyzed each BoMF chapter city to identify partnership opportunities in these industries for skills development and higher-paying career opportunities.
Responses to this Inquiry by the Senate Community Affairs References Committee closed on 4 March 2016. The Committee will report its findings on 30 June 2016. In association with ACIWAG, RDAI has made a response.
The document discusses creating a disability-friendly workplace in Singapore. While Singapore has made progress in employing people with disabilities (PWDs), their employment rate still lags behind and many face challenges in securing meaningful work. Initiatives like the Enabling Masterplan and Open Door Fund aim to improve PWD employment, but barriers remain, including a lack of job-ready PWDs and an need to change mindsets. Successful companies emphasize treating PWD employees with dignity equal to others, focusing on ability rather than disability.
In 2012/13, 20 years after LSE Enterprise took on its first two projects, we connected governments, charities and private sector companies with 388 academics and experts, from almost 50 of LSE’s departments, research centres, groups and units as well as beyond the School.
WNS Global Services (Pvt) Ltd. is a large-scale business process outsourcing company located in Colombo, Sri Lanka with over 850 employees. The company's vision is "One WNS. One Goal – Outperform" and its mission is to "enable our clients to outperform with our passion for services and innovation." A PESTEL analysis identifies several political, economic, social, technological, environmental, and legal factors that influence the company's business activities in Sri Lanka. A SWOT analysis notes strengths such as a skilled English-speaking workforce, opportunities to expand in less competitive markets, and weaknesses around talent shortages and country obscurity.
Jennifer McNelly, President of The Manufacturing Institute, testified before the House Committee on the challenges facing the US manufacturing workforce. She outlined that while manufacturing remains important, there is a shortage of skilled labor. The Manufacturing Institute has developed a Skills Certification System to address this by aligning education with industry standards and creating stackable credentials. Over 173,000 workers have gained skills through the program. McNelly calls for addressing misperceptions about manufacturing careers and policies to support workforce development strategies.
PTCL faces threats from substitute products as competitors like Warid, Mobilink and Ufone are growing rapidly and gaining market share. PTCL's growth rate declined in 2012 while competitors increased substantially. A key weakness is PTCL's high switching costs, making it difficult to attract new customers. However, barriers to entry for new competitors remain high due to PTCL's established brand, infrastructure and resources.
White Paper: Addressing Worker Shortages in the Skilled TradesTulsa Welding School
The popularity of America’s skilled trade careers has been in steady decline for the past few generations, and industries that have relied on American workers across the country are now feeling the effects of that. While the shortage puts employers at a disadvantage, it also creates huge opportunities for newcomers to the industry. - See more at: http://www.weldingschool.com/blog/how-to/white-paper-addressing-worker-shortages-in-the-skilled-trades/
The document discusses using cognitive apprenticeship as a model for faculty development in blended learning at Marquette University. [1] It describes how Marquette designed a hybrid faculty development course using cognitive apprenticeship processes like modeling, coaching, and reflection. [2] Participants found the course format and instruction superior and that it helped them design their own blended courses. [3] Feedback showed that the cognitive apprenticeship approach and high level of support were effective in helping faculty learn how to incorporate blended learning practices.
Apprenticeship gives concrete, hands-on skills that can be put to work in a chosen occupation. A college degree opens up a wide range of opportunities for advancement and career flexibility. Each offers an official credential certifying participants’ skills and knowledge. Together, they can provide young adults with a unique and valuable education. In this workshop Jeanine Nagrod, Executive Director of NJ Place, at Rutgers University, and Liem Tran, of the Wentworth Institute of Technology, will describe how their programs are designed to enable young adults to attain both.
The document describes how Marquette University used cognitive apprenticeship principles to provide faculty development in blended learning. Faculty participated in a hybrid course that modeled blended learning techniques. Through coaching, scaffolding, articulation and reflection, participants learned how to design their own blended courses. Feedback indicated the cognitive apprenticeship approach was effective, with many faculty reporting they would adopt techniques in their own teaching.
This document provides an overview of apprenticeships, including what they are, common misconceptions, examples of training providers and case studies. Some key points:
- Apprenticeships combine on-the-job training with classroom learning, allowing you to earn a wage and gain a qualification.
- They are available in over 50 fields and involve spending time both working and studying with a training provider.
- Case studies highlight successful individuals like Jamie Oliver and Ruth Badger who credits an apprenticeship with helping launch their careers.
This document provides instructions for an assignment where students will visit various virtual art galleries in Second Life to find inspiration for a 15-second animation. Students will select one piece of art, write a 300-word analysis of it discussing various art elements, and create an animation in Flash based on the work. They will then present their animation and talk about the piece of art that inspired it.
This presentation is created by myself to present on an OPEN DAY at HT Skills.
It has been uploaded to Slideshare.net to emphasize ONLY on my presentation skills and nothing else..
This presentation is not to promote or de-market HT Skills.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
2020 - Modern hiring how agencies are preparing for the next generation of workEnio Velazco, Ph.D.
Government agencies face ongoing challenges in recruiting and hiring qualified talent, especially in high-demand fields like IT. The document discusses how agencies are addressing these challenges through more modern hiring practices and increased flexibility. It explores initiatives by the U.S. Digital Service, the Pentagon's Defense Digital Service, and state and local governments. These include new hiring pilots, guides on best practices for recruiting tech talent, increased use of social media and telework, and prioritizing diversity, equity and inclusion. The COVID-19 pandemic has further complicated hiring while also forcing agencies to embrace remote work options.
The document discusses Denmark Technical College's focus on workforce development through various programs. It outlines DTC President Dr. Leonard McIntyre's vision to position the college as a premier workforce training institution. It provides details on high demand training programs in welding, manufacturing, and healthcare and partnerships with local companies. It summarizes successful dual enrollment, apprenticeship, and STEM programs that are preparing students for careers and meeting the needs of local industry.
The document discusses the Ontario College of Trades' efforts to address skilled trades shortages in Canada through various initiatives. It describes a pilot job bank project called HireWithConfidence.ca that aims to connect apprentices, employers, and certified tradespeople. The job bank is intended to help people search, apply, and hire for skilled trades jobs and apprenticeships. It also discusses enforcement blitzes conducted by the College to crack down on uncertified tradespeople and encourage licensing compliance in the motive power sector. Overall, the initiatives appear to be having a positive impact on improving trades compliance and certification.
This document provides an economic development strategy for Pennington County and Thief River Falls, Minnesota for fiscal year 2014. It identifies key industries and assets in the region including major employers Digi-Key and Arctic Cat, the new Sanford Health medical center, Northland Community and Technical College's unmanned aerial systems program, and the Thief River Falls regional airport. The strategy outlines initiatives to attract new industries like unmanned aerial systems, create workforce housing, redevelop downtown Thief River Falls, and maximize the potential of the new Sanford medical site. Community data on demographics, housing, income and employment are included to support the strategic recommendations and targets.
The article discusses the important role that skilled tradespeople play in the film and television industry. It profiles three tradespeople who work in the industry - Josh McKay, a Red Seal carpenter who builds sets; Brian Dwight, who owns a crane and lighting company that employs various trades; and Karola Dirnberger, a hairstylist. It notes that over 100 carpenters may work on building an extensive film set. The tradespeople find their work in the industry creatively fulfilling compared to other options in their trades.
The document provides an overview of the skills gap trend report by The Skills Network. It highlights the top in-demand hard skills, including finance, auditing, and accounting based on job postings. Nursing is also listed as one of the top hard skills. The document also notes the soft skills most required by employers and discusses sectors most impacted by the pandemic such as hospitality and those that are booming like healthcare. Regional breakdowns of skills needs are also included.
This document discusses Ontario's labour market paradox - a projected skills shortage yet pockets of high unemployment, including among postsecondary graduates with disabilities. It finds that 29% of small-medium enterprises struggle to find qualified workers, yet there is an underutilized pool of postsecondary graduates with disabilities who face higher unemployment. The document examines barriers to employing persons with disabilities from both employer and job-seeker perspectives. It considers models to help bridge the gap between small-medium enterprises and postsecondary graduates with disabilities.
Supporting Sector Strategies In The District Of Columbiatimothy_riordan
This document summarizes discussions from forums on workforce trends in three sectors in Washington DC: hospitality and tourism, healthcare, and banking/financial services. Industry professionals provided insights into challenges they face in developing a qualified workforce. The findings provide recommendations for partnerships between businesses, education, and workforce programs to ensure DC residents can access jobs and the city has a talented labor pool. Suggestions include developing policies to enhance employment opportunities and training programs, leveraging underutilized populations, and establishing performance metrics to evaluate workforce strategies. The goal is collaboration between all stakeholders to align training with employer needs and support a workforce with the skills to fill current and future positions.
This document provides an assessment of the training systems for four transportation trades in British Columbia: diesel engine mechanic, heavy equipment operator, heavy duty equipment technician, and truck and transport mechanic. It finds issues with capacity and capability across the apprenticeship system that inhibit adequate training and supply of skilled workers to meet demand. The report conducted extensive primary research with over 700 respondents and provides recommendations to address shortcomings, including increasing capacity of training institutions in northern BC and developing an accreditation process for heavy equipment operator training programs.
The annual report summarizes the San Diego Workforce Partnership's activities and accomplishments in 2014-2015. Key highlights include:
- Partnering with community colleges to study priority industry sectors and identify skills gaps.
- Hosting work readiness workshops that helped place over 2,500 young adults in jobs through the CONNECT2Careers program.
- Opening a new career center in a corrections facility to help offenders successfully reenter the community.
Top 100 Apprentice Employers 2013 by City and GuildsThe Pathway Group
This document recognizes the top 100 apprenticeship employers in England. It includes:
- Forewords from the Deputy Prime Minister and the CEO of City & Guilds praising apprenticeships for building skills and closing the gap between education and employment.
- Lists and case studies of the top employers from the south and north of England, including medium, large, and newcomer employers.
- An article on the benefits of offering apprenticeships for employers, such as increased productivity, cost savings, and employee retention.
In the last 15 years, BC’s tech sector has outpaced the province’s overall economy,
growing by 91% to generate over $15 billion dollars in GDP per year2. The sector’s
prominence will only increase as technology products and services become ever
more ubiquitous and deeply interwoven into all industries, including those not traditionally associated with tech.
Despite this promise, BC’s tech sector faces a significant headwind: a growing talent
deficit. The availability of talent has been a perennial concern for companies in the
sector. This was perhaps most prominently highlighted in 2016’s #BCTECH Strategy,
in which tech talent was identified as a fundamental pillar of a thriving tech sector –
and was suggested to be lacking in the province.
The goal of the 2016 TechTalentBC Report is to quantify this talent deficit and analyze
its factors in order to diagnose difficulties and identify specific areas in which remedial
action can be taken to ensure that BC’s tech companies have access to the quantity
and quality of tech talent required to compete and become global leaders.
MACPA Spring 2016 Professional Issues Update - Business & Industry EditionTom Hood, CPA,CITP,CGMA
What are the latest trends and issues facing the CPA profession? What is the future of finance and accounting in an age of exponential change? What is the future of the profession and what is the MACPA doing about it?
Tom Hood, the second most influential person in the CPA Profession and CEO of the Maryland Association of CPAs attempts to answer these questions and offer his perspective in this special update for MACPA members only focusing on CPAs in business industry, government and NFP.
Are you leaving federal funding on the table? Most charter schools are. As an example, a California school with 2,500 students may see an additional $85,000 a year in Medicaid reimbursements.
And better yet, once you set it up, it functions as an ongoing stream of revenue with little no additional work on the part of the charter school.
Join our Solutions Webinar: Medicaid Entitlements to learn how we can help you:
- Streamline Reimbursements
- Ensure Compliance
- Optimize Growth
- Access Key Resources
ARRA Overview Illinois Workforce Partnership Regional MeetingsCSW
Created in March 2009, this presentation presents an overview of the American Recovery and Reinvestment Act. Created by CSW for a regional meeting of the Illinois Workforce Partnership.
The document summarizes key changes and provisions of the new Workforce Innovation and Opportunity Act (WIOA). WIOA aims to better align workforce programs with regional economic development strategies and the needs of in-demand industries. It promotes increased collaboration between employers, education institutions, and workforce boards to develop skilled workers. WIOA also emphasizes sector-based job training programs, work-based learning opportunities, and the role of community colleges in training programs.
Affordable Housing Proposal
Research Proposal
Oil and Gas Proposal
Project Proposal Essay
Letter Proposal-Format
Mock Request for Proposal
Case: Blimka V. My Web Wholesalers, Inc.
Sample Csr Proposal
Proposal On Foster Care
Proposal for Final Project
This document discusses the role of accreditation agencies in overseeing public financing of tertiary education. It notes that while agencies can act as gatekeepers, solely focusing on institutional needs and inputs is not enough. To be effective, agencies need a national strategic approach involving employers, government and institutions to understand future labor demands, track skills gaps, and incentivize outcomes aligned with national development priorities through metrics, transparency of decisions, and income-contingent student repayments. This may require a centralized national higher education commission or board to coordinate sector-specific accreditation, institutional auditing and oversight of all publicly-funded institutions.
A 2012 publication from the Workforce Planning Board of Grand Erie and the Education Works Alliance, with all stories written by me. Section went to 80,000 homes in Brantford, Brant, Six Nations, Norfolk County and parts of Haldimand County. Contains profiles of 19 residentswho are positive role models showing the value of education to others.
Healthy Work-Life Balance: A Guide for Employers Mark Skeffington
A publication of the Workforce Planning Board of Grand Erie, written by me. A guide for employers, especially those in Grand Erie region of Ontario, Canada, on the importance of healthy workplaces and the return on investment in healthy work-life balance for their employees.
1. YouTube is a popular free video sharing website where anyone can post and view videos, founded in 2005 and purchased by Google in 2006.
2. Companies use YouTube for PR purposes such as promoting brands, but user-generated content can also hurt brands if embarrassing videos are posted.
3. Domino's Pizza experienced a PR nightmare when employees posted a silly prank video that received millions of views, showing why companies need to monitor YouTube for videos about them.
This document discusses strategies to raise educational attainment levels in the Brant-Haldimand-Norfolk region of Ontario, Canada. It notes that the region lags behind provincial averages in terms of residents with university degrees and secondary school completion. A community taskforce was formed to address this issue and develop a strategic plan. The taskforce identified three key strategies: improving secondary school completion rates, strengthening pathways to post-secondary education, and increasing awareness of academic upgrading programs for adults. The full strategic plan is presented to help residents thrive through education.
Investing in Training: A Guide to Engage Employees in Career DevelopmentMark Skeffington
An 8-page guide giving employers, especially those in manufacturing, advice on how to set up an effective program to encourage their workers to pursue career and professional development. Published by the Workforce Planning Board of Grand Erie.
Published by the Workforce Planning Board of Grand Erie. Profiles of the top-3 jobs in Grand Erie's trucking industry. Tells job-seekers what local employers are looking for.
A jury found Robert Pickton guilty of six counts of second-degree murder for the killings of six women. Pickton had long been a suspect in the disappearances of dozens of women from Vancouver's Downtown Eastside. The jury's verdict brings some closure to the victims' families and the community.
An 8-year-old boy was fatally stabbed by his father during a domestic dispute at their home. Police were called to the home and found the boy, his sister, and their mother stabbed. The father was then located by police at another home, where he was fatally shot during a confrontation. The shooting is being investigated by the Special Investigations Unit.
2. Acknowledgements
We gratefully acknowledge the input and work of our review panel. The panel included: Marilyn Kaus, Director of Employment
Services, St. Leonard’s Community Services; Corrie Hanna-Best, Project Co-ordinator, Apprenticesearch.com; Brian VanTilborg,
Steelworkers Action Centre; Richard Sullivan, Steelworkers Action Centre; Roger Crawford, Roger’s Plumbing and Heating; Tammy
Chusing, Community Resource Service; Tom Whitney, Fanshawe College; Clarke Hurley, International Brotherhood of Electrical
Workers and Workforce Planning Board director; Jake Francis, Carrier Truck Center and Workforce Planning Board director; Vincent
Shiu, Ontario Good Roads Association and Workforce Planning Board director; Gary Rutherford, Workforce Planning Board direc-
tor; and Jaymie Stallman, Workforce Planning Board. Cheryl Gregory, training consultant with the Ministry of Training, College and
Universities, also reviewed the draft final report. A special acknowledgment also goes to John Zronik, formerly of the Workforce
Planning Board, who first got the project off the ground.
We would also like to thank Employment Ontario for their support.
We thank employers who participated in our apprenticeship survey and provided their valuable input:
Grace Williams, Brant County Power;
Dennis Wale, Brantford Parks and Recreation Department;
Ben Schrik and Werner Bohner, Lorik Tool & Automation Inc.;
Connie Barnard and Rod Robertson, Mitten Vinyl;
Pat Forbes, BML Multi-Trades;
Jake Francis, Carrier Truck Centers;
Corey DeBruyn, The Electricians;
Paul Lynburner, Haldimand Motors;
Marnie Warman, YWCA Childcare – Cayuga.
The Workforce Planning Board of Grand Erie is funded by Employment Ontario.
The views expressed in this document do not necessarily reflect those of the Government of Ontario.
3. Executive Summary
We hear a lot of talk about it. Canada needs thousands of skilled trade workers to replace those retiring. And the need is
only expected to grow in the coming years as our workforce ages and baby boomers retire. Estimates vary regarding the
need for skilled trades in the coming years, anywhere from 450,000 to one million workers. Ontario’s estimated shortage
has been pegged at 360,000 by the year 2025 by one group. There have been many dire warnings that if Canada doesn’t
find a way to fill those positions, it will hurt our country’s economic growth and inhibit our ability to compete in the
global market.
During an October 2009 interview on BNN, Paul Charette, of the Employers Coalition for Advanced Skills, said the con-
struction industry is forecasting a shortage of 316,000 employees in the next eight years. The construction business
isn’t alone. Other industries, including travel, hospitality, health care, engineering and trucking, also face a projected
labour shortage. Charette called on colleges to do more to promote skilled trade education, and encouraged a massive
government investment in this area.
The recession has slowed down the need to replace our workforce, with many skilled trade workers delaying retirement
for financial reasons. Other skilled trade workers are continuing to work part time, either because of job satisfaction or
need or both. Yet, Canada’s population is still aging and many skilled workers will soon need to be replaced. A wide array
of workers will be needed: plumbers, bricklayers, auto technicians, HVAC technicians, etc. That should open the door to
many job-seekers interested in skilled trades.
The way to get in the door is through apprenticeships.
Governments have recognized the need to plan for current and future workforce needs, putting up money to encourage
employers to take apprentices and for job-seekers to become apprentices.
The Ontario government announced in October 2009, that it was putting more financial resources into promoting ap-
prenticeships. Queen’s Park announced that new annual apprenticeship registrations had climbed to 28,000 in 2009 from
17,100 in 2003. And it planned to grow that number to 32,500 new registrations by 2012. The Ontario government also
announced it would create new spaces for apprentices by funding a number of projects. This included giving money to
Ontario colleges to deliver advanced knowledge and skills training (the Knowledge Infrastructure Program).
1
4. Under this program, area colleges benefited:
• Mohawk College received $20 million to expand its Fennell Street campus to train technicians and technologists in
engineering technology, health sciences, human services and digital communications.
• Fanshawe College in London received $15.9 million from each of the provincial and federal governments ($31.8
million total) for its Centre for Applied Transportation Technologies.
• Conestoga College in Kitchener received $13 million to expand its School of Health and Life Sciences and Community
Services.
Government influence and money is important in promoting skilled trades and the need for apprenticeships. But ultimate
success will come when employers hire apprentices.
The concept of an apprenticeship is easy enough to understand: an employee receives a combination of on-the-job
training and in-class education over a number of years to become fully qualified in a chosen highly-skilled trade. There’s
mutual benefit: the employee begins a rewarding career, while the employer gets a trained worker that helps them
maintain and grow their business. Although the concept is simple, the practice isn’t quite so. It takes a lot of homework,
legwork, door-knocking and selling from job-seekers to find a company willing to take them on. Meanwhile, employers
must also do their homework, since they are making a considerable investment in bringing on an apprentice; they want
to make sure the job-seeker is the right fit for them.
To further complicate things, some fields – more popular ones such as electrician, carpenter and plumber – have many
potential apprentices waiting for spots to open up for training. The International Brotherhood of Electrical Workers
Local 105, which covers Brant and Hamilton, has a waiting list of some 125 people who are looking to begin an electrical
apprenticeship under its union-run program.
Ratios have been raised as an issue that is holding would-be apprentices back. For example, Ed Verboom Plumbing, Norfolk
County’s largest plumbing company, would like to hire another apprentice for 2010 but has to wait until two current ones
graduate and receive their papers. Since there’s a required ratio of 3 journeyperson to 1 apprentice, owner Ed Verboom
said he must wait until his current apprentices become journeyperson before hiring more apprentices. Roger Crawford,
of Rogers Plumbing and Heating, echoes the concern over the ratio system. He believes the ratio system is a concern to
almost all skilled trade contractors. The issue of the journeyperson-to-apprentice ratio has been a political issue for several
years. In 2008, the Ontario Chamber of Commerce urged the provincial government to drop the 3:1 ratio in favour of the
1:1 ratio which is more common across Canada. Some MPPs have also called on the government to change it, arguing
it exacerbates the skilled trade shortage. The Ontario government has said the ratios are one of the issues to be looked
at by the planned Ontario College of Trades, a new regulatory college that is supposed to “modernize the province’s ap-
prenticeship and skilled trades system.” The college is being phased in but won’t be fully operational until 2012.
Another issue raised by the local committee and also provincially, is the fact that there’s a poor completion rate for
apprenticeships. According to various reports and studies, only about one-half of those who start an apprenticeship
complete it and become journeypersons. At the same time, some apprentices take longer to complete their programs
than the typical four or five years. In 2009, the group Ontario Colleges called on the province to make a commitment to
double the apprenticeship completion rate. While there are many reasons apprentices don’t complete their programs –
financial ones are major -- the group identified participants facing literacy and numeracy challenges as one that should
be targeted for action. Ontario Colleges said these challenges could be addressed by increasing the amount of in-class
training for apprentices and by continuing education related to literacy and use of numbers. It also called for the Ap-
prenticeship Training Credit to be expanded to more occupations.
2
5. Some of these issues are too big to address overnight.
In the meantime, there are things we can do at the community and regional level to promote, explain and sell apprentice-
ships to both job seekers and to employers.
In mid-2009, the Workforce Planning Board of Grand Erie (then known as the Grand Erie Training and Adjustment Board or
GETAB) launched a review of existing apprenticeship literature. A Skilled Trades Literature Review Committee was established,
drawing on community members to help review the literature and provide expert input. After community consultation,
surveys of employers, a review of existing literature and other research, some shortcomings and suggestions emerged.
1. Communications Strategy
There needs to be better communications materials and messages related to apprenticeships.
Ideally, better information about apprenticeships should cover the following points:
• Mature workers: At some point, there needs to be at least one piece of literature geared to mature workers, pointing
out that apprenticeships are an option for them. In today’s economy, it is common to switch careers. Sometimes
economic conditions, layoffs and plant closures force an employee to seek a new trade, a new career. Other times,
mature workers (those in the workforce a number of years) choose a new trade, seeking fresh challenges, a better
fit, different work conditions or higher pay. Interestingly, the average age for someone starting an apprenticeship
is now 27, according to Apprenticesearch.com. Information for mature workers should make it plain what they are
getting into: needing to balance work, school and family life; perhaps having to live on lower wages at first in the
hope of making more later on.
• All workers: Information for everyone interested in apprenticeships, regardless of age, should be realistic. It should
emphasize that people need to do homework and legwork to investigate and secure an apprenticeship. It should
mention that some fields are hard to get into because of their popularity, so they may want to be open minded and
consider others. Information should stress that entering into an apprenticeship agreement is a big commitment and
not to be taken lightly. The pathway to become a journeyman, certified tradesperson or skilled trade worker can
takes years of hard work and study.
• Employers: Employers also should have realistic information. Information geared to employers should also promote
mature workers as potential apprentices (most of the information now talks about them hiring students). Information
should also make it plain that while there are tax incentives and tax credits available, these don’t apply to all trades.
It should be easier to find out which ones qualify for tax incentives and which ones don’t. Information explaining
why some trades qualify and others don’t would also be useful. It’s still a good idea to promote apprenticeships as
making cents as well as sense, since hiring apprentices start paying off for an employer as soon as the second year.
Meanwhile, there’s a benefit to an employer of helping to replace older workers, maintaining the long-term health
of their business.
3
6. Primary Recommendations
The Skilled Trades Literature Review Committee agreed on the merits of new literature geared towards mature workers
considering apprenticeships.
However, the committee felt strongly that a new piece of literature, whether online or in print, shouldn’t be the No. 1
priority.
The committee was quite blunt: no piece of literature will make a difference if employers aren’t willing to hire apprentices.
Committee members stressed that the focus should be convincing employers of the value of hiring apprentices, with a
particular emphasis on the need to plan to replace their aging workforce. Many employers are not looking ahead five
to 10 years to when some of their workers will retire. Companies need to be urged to look beyond this week’s payroll
and do some long-term planning, looking at their future needs, requirements, challenges. This emphasis is in line with
messages coming from government, labour market leaders and unions: We need to plan now for the future or we will
be short of skilled labour that Canada’s economy requires.
Therefore, the committee’s top recommendation is to find community partners and work with them to promote the value
of apprenticeships to employers.
In a nutshell, this includes promoting the need for employers to have “vision for the future.”
Suggestions to do this include:
1. Arranging community forums in Brant, Haldimand and Norfolk for employers to make the case for hiring apprentices,
with a focus on needing to bring in new, eager employees before older workers leave. Making employers aware that
apprentices can be of all ages, not just students would be part of the message but not the main focus.
2. Such community forums could build on events hosted by St. Leonard’s Community Services and others who have
pitched the value of apprenticeships in the past.
3. Suggested partners for the new initiative are the Chambers of Commerce in each community; they have a good
pre-existing relationship with many employers in our communities.
In the future, there may be opportunities to draft a new piece of literature to address the needs of mature workers
considering apprenticeships. That will require community and/or government partners to help fund the writing, design
and publication of such literature. Similarly, there may be value in updating the document called Making Cents of Ap-
prenticeship, last published in 2008 by GETAB, which is aimed at employers.
In the short term, the need to fill the gap in information for mature workers may best be met by working with Appren-
ticesearch.com to post new literature on its website.
4
7. Background
Based on consultations with local employees and jobseekers, the GETAB’s 2009 TOP Report identified the need to “expand
the pool of entrants into apprenticeship.” The report found that Grand Erie’s aging population is creating significant gaps
between the number of new entrants and the number of retiring skilled trade workers, particularly in the construction
and industrial sectors.
• One issue identified was that employers lacked accurate information about apprentice pathways and resources
available.
• Another issue was concern that apprentice literature was geared mainly to students and young job-seekers, leaving
out mature job seekers who may be interested in a new career in the skilled trades.
The TOP recommendation was to initiate a multi-stakeholder panel from a community cross-section to review existing
information, identify gaps, and suggest changes to materials to take into account mature job seekers.
A review panel, called the Skilled Trades Literature Review Committee, was formed and started work in the summer of 2009,
while Workforce Planning Board staff launched a literature review.
Process and Methodology
The project began by collecting apprentice-related literature, both print material and online material. The material was
evaluated looking at some of the following criteria: was it current, what audience was it targeting, was it comprehen-
sive.
This was followed by pulling together a committee of community partners and stakeholders to look at the literature
and provide feedback. A further review of the literature followed. A survey was drafted to get input from employers
who currently or have in the past hired apprentices. Results were compiled and melded with earlier findings to come to
conclusions and recommendations for next steps.
History of Project
· June 2009 -- John Zronik of GETAB launched review of current literature
· July 20, 2009 -- John met with community partners about project and got feedback
· August 2009 -- John began secondary review of literature after hearing committee’s input
· November 2009 – Mark Skeffington and Jaymie Stallman review file and literature
· December 2009-January 2010: Mark drafts survey for employers and does face-to-face interviews.
· January – February 2010 – Mark drafts strategy; Jaymie reviews it
5
8. Initial Conclusions
General
• An almost mind-boggling array of information and literature is available in written and electronic forms. The large
amount of information is too onerous for business owners to stay on top of or refer to. Targeted, simple marketing
materials are a key. Business owners would likely go to one source if it was well known and easy to access.
• Communication with the correct audience in promoting the skilled trades is a key, along with channelling individuals
to the proper place for help and advice.
• Providing accurate information to job seekers is a key.
• Current literature doesn’t reflect the reality of careers in the skilled trades. Most skilled trades workers don’t retire at
65, meaning “there’s not going to be any mass shortages” of skilled trades workers. Meanwhile, the majority of local
businesses are not looking for apprentices.
• The need for workers varies from trade to trade. Young people look to three trades – carpenter, electrician and
plumber – when starting out. Other trades aren’t considered as often. Schools are a key in introducing young people
to careers in the skilled trades.
• Researching a trade of interest is a key for job seekers, including an examination of ratios and whether a trade is “red
seal.”
• Initiative is also required; face-to-face meetings with potential employers are a key to securing an apprenticeship.
• Paperwork and the cost of applying for government tax credits for hiring apprentices are more trouble than they’re
worth for some employers. Applying for tax credits and incentives is too cumbersome for small employers and place
extra demand and financial burden on existing staff.
Mature Workers
• Most literature about skilled trades is geared to younger workers, but a unique set of barriers exist for older workers.
Mature workers may require retraining for a career in the skilled trades.
• It is challenging for a mature worker to raise a family on 40 per cent of a journeyman’s rate, common when starting an
apprenticeship. Mortgages and other economic issues present challenges for mature workers seeking an apprentice-
ship. Some mature workers simply can’t afford two years education, plus apprenticeship. A four-year apprenticeship
simply doesn’t make sense to some mature workers.
Community Consulation
As part of the Workforce Planning Board’s consultation process, we drafted a survey and talked to employers in a range
of skilled trade industries and sectors in Brant, Haldimand and Norfolk.
In all, nine employers participated, including seven who took part in face-to-face interviews. All employers either currently
had or previously had hired apprentices. Apprentices made up between 4% and 20% of their workforce.
6
9. Survey Findings
Information
• The information most sought by employers regarded incentive/tax credit programs. This was followed by informa-
tion equally on where to find an apprentice, how to register one, where to go for resources and where to access
educational training.
• Employers said they were able to access the information they needed easily (It must be remembered that these were
employers with experience with the apprenticeship system).
• They most often go online or turn to the apprenticeship office for the information they need.
• The majority (67%) preferred to access information online, followed by 33% who preferred face-to-face meetings.
Incentive Programs
• Seven of the 9 employers took advantage of the Apprenticeship Training Tax Credit, while 5 used Job Connect. Two
each used the Apprenticeship Job Creation Tax Credit and Targeted Wage Subsidy programs
• Of those employers who didn’t use the Apprenticeship Training Tax Credit and the other incentive programs, they were
either unsure how they worked or didn’t think the programs applied to their business type.
• Employers did refer their apprentices to tax credits they were eligible for.
Hiring Practices
• Most employers are OK with hiring apprentices with only Grade 12 (the minimum standard), but 4 of 9 had hired ap-
prentices with some college or university education. There was an indication that this is becoming more common.
• Employers surveyed said they mainly hired apprentices in the 16-24 age range (89%), but had also hired some 25-34
(67% of employers), and 45 and over (11% of employers surveyed).
Employer Suggestions
When asked for suggestions on how to make hiring apprentices more attractive to them as employers, respondents
largely focused on the need for improved tax credits and financial incentives.
These suggestions included extending the period for tax credits beyond three years, recognizing that it could take 4-5
years to finish an apprenticeship program. There was also talk of extending incentives to more trades, such as meter
technician. And there was a suggestion to put a greater focus on health and safety training for apprentices, and having
government assistance in paying for such courses. Finally, there were complaints about the amount of paperwork involved
in applying for the incentives, in some cases making it more hassle than it was worth.
7
10. Such suggestions are outside the scope of this project, but it’s important to take note of the feelings of employers.
Other ideas were more focused on improving communications regarding apprenticeships. These are what we are more
concerned about here.
These ideas included:
• A need for a better communications strategy.
• Lots of information pushing students and youth to get into skilled trades, but not information for employees
working to consider it.
• There’s not enough literature encouraging employers to take apprentices. One of the key messages for
employers is that they should be doing job replacement planning, looking at apprentices to replace retiring
workers.
• Information for employers is geared towards them finding an apprentice who is a student, focusing on OYAP,
Pre-Apprenticeship Training Program, and the Co-op Diploma Apprenticeship Program.
• A website geared to the needs of employers for information about apprenticeships.
• Information encouraging people to become apprentices doesn’t talk about the need to balance school and
work, and how hard this might be.
• That high schools need to do more to promote skilled trade as a viable career with many advantages.
• Holding seminars/workshops with the local Chamber of Commerce in our communities to promote ap-
prentices to businesses while informing them of government incentives (NOTE: St. Leonard’s Community
Services and the Workforce Planning Board has done this sort of outreach in the past).
8
11. Valuable Resources
Many of the pieces of print literature out there are dated and may have limited usefulness; some may be confusing
because some of the information they contain is no longer valid.
However, there are some print and online resources that are valuable:
1. Making Cents of Apprenticeship (2008) -- Published by GETAB, it does a good job of presenting a business case for
apprentices to employers. It also gives general information on government tax incentives and tax credits. It also
describes the OYAP and Job Connect programs. There is no information geared to mature workers.
2. Apprenticeship Grants (2009) -- Published by the Government of Canada, it does a good job of explaining the vari-
ous grants, incentives and tax credit programs, and points to the Service Canada website, phone or centre for more
information. The information still appears up to date.
3. Skills Work! (2008) -- Published by Skills Canada – Ontario, it has an excellent section with FAQs for students, parents
and employers. It would be good to see a section on mature workers. It also does a good job on busting some myths
around skilled trades. Finally, it has a comprehensive list of apprenticeable trades in Ontario, with detailed descriptions
on many of them. The descriptions describe the trade, where they work, range in wage rates, and information on the
relevant trade association or union.
4. Apprenticeship and Trade Certification (2007) – Published by Employment Ontario, this pamphlet gives good basic
information on apprenticeships, lists some of the common trades and contains phone numbers for apprenticeship
offices.
5. Apprenticeship Training Tax Credit (2007) – Contains basic information on the training tax credit program.
6. Apprenticesearch.com – This website and some of its print material are an excellent resource for employees and
employers looking at apprenticeships. Its information Steps to an Apprenticeship are quite useful. Its section on
Choosing Your Trade paints a realistic picture of the challenges in obtaining an apprenticeship and the importance
of job-seekers in doing their research. It also contains a list of trades with “many job seekers” versus those with “fewer
job seekers.” This helps open the eyes of job-seekers to new fields, including ones that they may not have to “wait”
to get into. On the other hand, there is a lot of information on this site – maybe too much. A couple recent changes
should make it a little easier to navigate.
9
12. Where Do We Go From Here? - Next Steps
Conclusions
Students and younger workers are well served by information and services meant to assist them to line up apprentices.
High school students have the option to enter the Ontario Youth Apprenticeship Program (OYAP), while there are also
pre-apprenticeship programs available. However, there is little information geared to mature workers, particularly those
more than 29 (although, as mentioned earlier, the average age for an apprentice is now 27). At times, looking at the
information, you wouldn’t think becoming an apprentice later in life is an option.
Ontario Colleges and other educational institutions appear to promote individual programs, trying to get enrolment in
classes, rather than promote the concept of apprenticeships and skilled trades in general.
10
13. Recommendations
While the community consultation and research shows a need to better meet the needs of mature workers for realistic
information about apprenticeships, this is more of a long-range goal.
The Skilled Trades Literature Review Committee spoke out strongly in favour of putting the focus of any action on the
employer. Unless employers step up and start hiring apprentices, any piece of literature will have little value. We don’t
want to put the cart before the horse. There must be a demand for employees before employees are hired. Similarly, there
must be a demand for apprentices before apprentices are hired. The question becomes how do we spark that demand?
Or, alternatively, how do we get employers to look seriously at hiring apprentices?
One suggestion was to put the focus of the message on long-term planning for an employer’s workforce. Encourage
employers to take a look at their workforce and ask themselves some questions: How old are your skilled employees,
do they have a high absentee rate because of health problems, are they nearing retirement? Are employers prepared if
some of their best, most skilled, stable and long-term employees leave? Do they have anyone who can step into their
shoes? Do they realize the costs to their company if they can’t fill those positions?
The focus of the message will be on having a human resources vision. Then the idea of hiring apprentices as the best
solution to those needs will be emphasized.
Basically, the suggestion is an education campaign aimed at employers of the need to plan for the future and how ap-
prentices can meet the needs of that plan.
Among the suggestions the committee made:
• Work with community partners such as local chambers of commerce and St. Leonard’s on organizing 1-2 hour
information seminars;
• Seminars should be aimed at small- to medium-sized businesses, which make up the majority of Grand Erie region
employers
• Introduce employers to the topic by using a mailout explaining the average age of the local workforce, productivity
levels, absentee rates, financial costs. If they have concerns over these issues, attend a seminar to plan for your
long-term workforce.
11
14. Once the eyes of employers are opened to their need to plan for their workforce and how apprentices can help do that,
then we can look at other recommendations. These include:
Find community/government partners and funds to draft a fresh, up-to-date, realistic piece of literature that takes into
account the current reality. This information will target mature workers.
1. There’s a pressing and urgent need for fresh, up-to-date and realistic information targeted at mature workers (29
and up) who are considering apprenticeships. The information should take into account the current reality, painting
a true picture of the opportunities and challenges they face pursuing skilled trades training.
Some of the key points it should cover includes:
• It should cover job prospects;
• Current and future wages, including accurate information on pay for apprentices versus journeypersons;
• If there are “waiting lists” to get into certain fields;
• The length of time it may take to complete the job training and in-class education;
• The kind of basic skills needed in the field, including literacy, use of math and even customer relations;
• Awareness for workers about the possible challenge of balancing work, schooling and family;
• That it takes legwork and homework to find an employer.
In the short term, the best (and most inexpensive) vehicle to deliver this information is the Apprenticesearch.com
website.
In the long term, there should be a print version of this information, so that it can be accessed at Employment Ontario
offices, employment service providers, government offices, community services, schools, etc.
Print information should be reviewed and updated on a regular basis, perhaps every three years at the latest. The Workforce
Planning Board’s review of existing information resources found some that were seven to eight years old.
That’s far too long.
This would require identifying partners and funding to come up with the human resources, talent and dollars to develop
this project.
2. Information for encouraging employers to hire apprentices needs to be updated. Again, the information should be
realistic. For example, information about government tax credits and financial incentives should make it plain that
it only applies to certain fields.
• It should also cover hiring mature workers as apprentices
• The financial benefits of hiring apprentices
• How apprentices can help replace an aging workforce
• How fresh talent can provide new ideas and energy to a business
Apprenticesearch.com is the most logical and expedient place to put up-to-date information geared towards employ-
ers.
Again, though, there is a need to take this one step further and update an existing piece of literature – Making Cents of
Apprenticeship seems the most logical place. This will likely require working with partners and accessing dollars to do
this.
12
15.
16. A skilled, adaptable workforce contributing to a vibrant economy
1100 Clarence St. South, Suite 103B, Box 12
Brantford, ON N3S 7N8
ph: 519-756-1116 · fx: 519-756-4663
e: admin@workforceplanningboard.org
www.workforceplanningboard.org