A survey of 500 Canadian business leaders was conducted between October and November 2013 to examine issues related to career development, recruitment, skills gaps, training and youth employment. The survey was administered by telephone and results are presented comparing responses from British Columbia to national averages. Key findings include that the top challenges for businesses are a shortage of skilled workers and the state of the economy. Recruiting skilled employees is difficult due to a lack of qualified candidates and soft skills. Most organizations provide on-the-job training but losing trained staff to other companies is somewhat concerning. Youth unemployment is felt to be due to a lack of experience rather than motivational issues. Employers feel a responsibility to support career development but cost is a barrier to formal programs
Career development in the canadian workplace location breakdownCERIC
In an effort to understand the state of career development in the Canadian workplace, CERIC commissioned Environics Research Group to survey 500 employers in the fall of 2013. The survey charts new territory with an in-depth look at the response of Canadian business to youth unemployment, the business view on just how real skills shortages are in this country, and insights on exactly how business is recruiting and training talent today.
Among the questions that will be answered: In a world of LinkedIn, are resumes obsolete? What is the gap between what Canadian businesses want of young workers compared to what they actually bring to the job? And what kind of support are companies providing for career development today?
The CERIC Survey of Career Service Professionals was conducted between October 14 and November 18, 2011. The online survey was completed by 1,013 respondents from the field. Participants were recruited via an open call across CERIC’s email lists.
Supporting organizations also forwarded the survey notification to broaden representation. The survey delved into research and education issues as well as career competency and mobility. The resultant information offers a snapshot of the composition of the career services community including some of its interests and challenges, along with professional development and information needs.
Career development in the canadian workplace, national business survey employ...CERIC
Employer Size Analysis
CERIC’s latest analysis of its National Business Survey presents a breakdown of results by employer size—fewer than 10 employees, 10 to 49 employees, 50 to 99 employees, 100 to 499 employees, and more than 500 employees—and points to differing views on the labour market, training obligations and soft skills.
ASSESSING THE IMPORTANCE OF TUITION ASSISTANCE: HOW TUITION ASSISTANCE PLAYS ...Human Capital Media
Providing education as an employee benefit has entered the mainstream and organizations are stepping up. TA programs play an important role in organizational learning and development (L&D) strategies, and can assist in boosting employee engagement and retention. But how? What are best practices for implementing TA programs? And how do you measure the return on investment? This webinar will answer these questions and more by digging into survey results from over 500 companies on their current state of TA programs.
Key takeaways:
How TA is used as a benefit and L&D tool
How to combat underutilization of tuition assistance programs
TA Program metrics you should track and how they can be tied to financial impact
What TA programs may look like in the future
Career development in the canadian workplace location breakdownCERIC
In an effort to understand the state of career development in the Canadian workplace, CERIC commissioned Environics Research Group to survey 500 employers in the fall of 2013. The survey charts new territory with an in-depth look at the response of Canadian business to youth unemployment, the business view on just how real skills shortages are in this country, and insights on exactly how business is recruiting and training talent today.
Among the questions that will be answered: In a world of LinkedIn, are resumes obsolete? What is the gap between what Canadian businesses want of young workers compared to what they actually bring to the job? And what kind of support are companies providing for career development today?
The CERIC Survey of Career Service Professionals was conducted between October 14 and November 18, 2011. The online survey was completed by 1,013 respondents from the field. Participants were recruited via an open call across CERIC’s email lists.
Supporting organizations also forwarded the survey notification to broaden representation. The survey delved into research and education issues as well as career competency and mobility. The resultant information offers a snapshot of the composition of the career services community including some of its interests and challenges, along with professional development and information needs.
Career development in the canadian workplace, national business survey employ...CERIC
Employer Size Analysis
CERIC’s latest analysis of its National Business Survey presents a breakdown of results by employer size—fewer than 10 employees, 10 to 49 employees, 50 to 99 employees, 100 to 499 employees, and more than 500 employees—and points to differing views on the labour market, training obligations and soft skills.
ASSESSING THE IMPORTANCE OF TUITION ASSISTANCE: HOW TUITION ASSISTANCE PLAYS ...Human Capital Media
Providing education as an employee benefit has entered the mainstream and organizations are stepping up. TA programs play an important role in organizational learning and development (L&D) strategies, and can assist in boosting employee engagement and retention. But how? What are best practices for implementing TA programs? And how do you measure the return on investment? This webinar will answer these questions and more by digging into survey results from over 500 companies on their current state of TA programs.
Key takeaways:
How TA is used as a benefit and L&D tool
How to combat underutilization of tuition assistance programs
TA Program metrics you should track and how they can be tied to financial impact
What TA programs may look like in the future
Compliance: Not Just a Training Challenge NetDimensions
Companies say it is important to be able to demonstrate learning compliance to an external agency, however, there is no real consensus as to who owns compliance.
Is it a training function or an HR function? How are Legal and Quality involved? Answers vary greatly across industries and may depend on an organization's own compliance challenges.
Review this presentation to learn about the role of compliance in high-consequence industries. Want to learn more? Watch the webinar on demand at: https://player.vimeo.com/video/130166301
According to Bersin by Deloitte, more than 95%* of CLOs feel it is critical to demonstrate the impact and value of training; however, less than 5% are confident in their ability to do so.
Are you able to easily connect learning to business results in your organization? For many L&D leaders this is a major problem, which stems from an outdated method of measurement, as well as inadequate measurement tools.
In this session, you will learn:
How to flip the traditional measurement model on its head and see it through a different lens.
Methods for measuring the impact on your business, whether it’s revenue, safety incidents, shrink or customer satisfaction.
Case studies of organizations that have demonstrated a bottom-line impact to their business and how they went about measuring it.
*Source: The State of Learning Measurement, Bersin by Deloitte/ Todd Tauber and Wendy Wang, 2015
Salary and compensation survey for the Simulation and Training IndustryJason Irving PHR
SimSTAFF salary and compensation survey. Why do employers find it hard to attract and retain talented technical employee's.
Why are more than 9 out of 10 employee's likely to look for another job opportunity?
Do employee's in the Simulation and Training community value salary above other benefits?
Who is most likely to look for another Job and who is least likely to look for another Job in the Simulation world?
What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
At IBM Kenexa, we believe people differentiate great companies. We know that hiring the right people, empowering your people and making decisions based on data yields the best business results. With $4,000 as the average amount U.S. companies spend to fill an open position, and organizations saying they wouldn't rehire 40 percent of their recent hires, you need to make sure you hire the right people from the start. IBM Kenexa Skills Assessments on Cloud delivers a fast, effective method for sifting through large talent pools to determine if an individual has the required skills for a specific job.
Join us to learn about:
Our partnership and integration with Cornerstone to help you incorporate assessments into your hiring.
IBM Kenexa's 1,500 tests, which can be leveraged by hiring teams and managers across industries, job families and job levels to find and qualify the right talent faster.
How other clients have used assessments to hire more like their very best, ensuring top performing hires every time.
The world has changed and the next industrial revolution has arrived. According to the World Economic Forum, we have entered the 4th Industrial Revolution, in which technology has been and will continue to be embedded into society in ways that involve and require entirely new capabilities for people and machines. Technology has also destroyed the staying power of traditional companies, reducing their average lifespan by two thirds since 1950, and moving the majority of their assets from tangible products to intangible assets, comprised of people and intellectual property. In short, this means that in this new digital age, skills have become the new currency, and data is the oil that fuels our transactions.
Join Brett Wilson, Cornerstone’s Director of Thought Leadership and Strategy, as he discusses the implications of the global skills crisis and how we manage talent over the next five years as it will be completely different from the last twenty years. This crisis will force a new set of expectations for a modern workforce. A subsequent issue suggests that every job is changing requiring the best companies to reinvent themselves to meet the challenge.
Given all of these challenges, Mr. Wilson will put forth a four-pronged strategy that will consist of the following principals:
Create lifelong learning experiences
Make recruiting a competitive advantage
Personalize talent management processes
Bring context and intelligence to HR decisions
Reinvent Performance Management into a Leadership ProcessHuman Capital Media
You’ve heard all the buzz and stats: A majority of organizations want to improve their performance management system. Many are getting rid of their ratings. Most are struggling with leaders who can’t coach or give feedback. Almost all agree that performance management is broken.
Have you been tasked to review your system? Are you stuck trying to figure out your next best move? Join us for a one-hour webinar to gain insights and ideas on how to reinvent your approach to performance management:
Transform it from a HR process to a leadership process
Recognize common pitfalls
Consider the science of human motivation
Change the goal of performance management to improved performance
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
Compliance: Not Just a Training Challenge NetDimensions
Companies say it is important to be able to demonstrate learning compliance to an external agency, however, there is no real consensus as to who owns compliance.
Is it a training function or an HR function? How are Legal and Quality involved? Answers vary greatly across industries and may depend on an organization's own compliance challenges.
Review this presentation to learn about the role of compliance in high-consequence industries. Want to learn more? Watch the webinar on demand at: https://player.vimeo.com/video/130166301
According to Bersin by Deloitte, more than 95%* of CLOs feel it is critical to demonstrate the impact and value of training; however, less than 5% are confident in their ability to do so.
Are you able to easily connect learning to business results in your organization? For many L&D leaders this is a major problem, which stems from an outdated method of measurement, as well as inadequate measurement tools.
In this session, you will learn:
How to flip the traditional measurement model on its head and see it through a different lens.
Methods for measuring the impact on your business, whether it’s revenue, safety incidents, shrink or customer satisfaction.
Case studies of organizations that have demonstrated a bottom-line impact to their business and how they went about measuring it.
*Source: The State of Learning Measurement, Bersin by Deloitte/ Todd Tauber and Wendy Wang, 2015
Salary and compensation survey for the Simulation and Training IndustryJason Irving PHR
SimSTAFF salary and compensation survey. Why do employers find it hard to attract and retain talented technical employee's.
Why are more than 9 out of 10 employee's likely to look for another job opportunity?
Do employee's in the Simulation and Training community value salary above other benefits?
Who is most likely to look for another Job and who is least likely to look for another Job in the Simulation world?
What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
At IBM Kenexa, we believe people differentiate great companies. We know that hiring the right people, empowering your people and making decisions based on data yields the best business results. With $4,000 as the average amount U.S. companies spend to fill an open position, and organizations saying they wouldn't rehire 40 percent of their recent hires, you need to make sure you hire the right people from the start. IBM Kenexa Skills Assessments on Cloud delivers a fast, effective method for sifting through large talent pools to determine if an individual has the required skills for a specific job.
Join us to learn about:
Our partnership and integration with Cornerstone to help you incorporate assessments into your hiring.
IBM Kenexa's 1,500 tests, which can be leveraged by hiring teams and managers across industries, job families and job levels to find and qualify the right talent faster.
How other clients have used assessments to hire more like their very best, ensuring top performing hires every time.
The world has changed and the next industrial revolution has arrived. According to the World Economic Forum, we have entered the 4th Industrial Revolution, in which technology has been and will continue to be embedded into society in ways that involve and require entirely new capabilities for people and machines. Technology has also destroyed the staying power of traditional companies, reducing their average lifespan by two thirds since 1950, and moving the majority of their assets from tangible products to intangible assets, comprised of people and intellectual property. In short, this means that in this new digital age, skills have become the new currency, and data is the oil that fuels our transactions.
Join Brett Wilson, Cornerstone’s Director of Thought Leadership and Strategy, as he discusses the implications of the global skills crisis and how we manage talent over the next five years as it will be completely different from the last twenty years. This crisis will force a new set of expectations for a modern workforce. A subsequent issue suggests that every job is changing requiring the best companies to reinvent themselves to meet the challenge.
Given all of these challenges, Mr. Wilson will put forth a four-pronged strategy that will consist of the following principals:
Create lifelong learning experiences
Make recruiting a competitive advantage
Personalize talent management processes
Bring context and intelligence to HR decisions
Reinvent Performance Management into a Leadership ProcessHuman Capital Media
You’ve heard all the buzz and stats: A majority of organizations want to improve their performance management system. Many are getting rid of their ratings. Most are struggling with leaders who can’t coach or give feedback. Almost all agree that performance management is broken.
Have you been tasked to review your system? Are you stuck trying to figure out your next best move? Join us for a one-hour webinar to gain insights and ideas on how to reinvent your approach to performance management:
Transform it from a HR process to a leadership process
Recognize common pitfalls
Consider the science of human motivation
Change the goal of performance management to improved performance
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
Manufacturing in Northeast Ohio: Where We Stand, Where We’re HeadedSkoda Minotti
What are the concerns and challenges of manufacturing companies in Northeast Ohio? How do they perceive opportunities and issues confronting them in 2019? Where are they allocating time, money and resources, and what is their rationale?
What do Physicians want to Hear from Recruiters: Learn what the Latest Resear...PracticeMatch
Residents and practicing physicians are busy and are deluged with communications. Many efforts to communicate open positions do not reach their target. What new approach or tactics, based on the latest research, may motivate them to respond to open position and solicitation materials? How can we understand them better, so that they will be more receptive receiving our communications?
The results of our fourth SME survey are in!
Bentleys commissioned The Voice in 2014, a long-term research project to follow and explore the mindset, needs, expectations, and concerns of our clients.
We have now completed our 4th survey where we asked micro, small and medium business across Australia, about the challenges they face in regards to business confidence, risk management and international trade.
The survey has identified several challenges that face SMEs. Bentleys is here to help navigate the complex landscape and specific barriers that SME owners struggle with every day.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Aquent and Monster recently conducted a survey to better understand the career landscape and outlook for interactive and Web professionals.
In this Aquent-sponsored AMA webcast, Paul Jamieson, research manager with Monster Intelligence, and Jason Brownewell, director of Aquent’s Interactive Design Practice:
- Share the results of the Aquent | Monster Interactive Career Outlook Survey
- Explore compensation trends in interactive and Web positions
- Provide an overview of specialized skill sets that are increasing in demand
- Explain how employers can attract interactive/Web talent in this marketplace
In this session, we will provide an overview of important workforce issues and examine practical solutions and strategies
for addressing them. From recruitment and retention to training and development, we'll cover the essential elements of
building and maintaining an effective and engaged workforce.
Research on Current Trends in HR Marketing in the Czech republic 2015 - The 16-question on-line
research was conducted via a web platform between 9 February and 27 February 2015 and included 140 respondents, which was 40% more than last year. The research focused on two concepts: HR marketing and the employer’s brand. Let’s explain the concepts.
CERIC 2015 Survey of Career Service Professionals, Secondary Education SectorCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, Private SectorCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, Post-Secondary Education S...CERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
What is the accounting professionals' role in creating a culture of innovation? How are CPA Firms innovating? Reinventing themselves? Creating magnetic cultures?
Studies are showing a growing expectation for accounting professionals to lead these initiatives. In this session we will discuss tactics to foster innovation in your firms, technology's role and advising clients to do the same through tools you provide.
This session covers the latest research from the Business Learning Institute (BLI) about what it takes to create a magnetic firm culture and scores the latest issues facing CPA firms, top skills needed, and an innovation index.
From a session at the CPAFMA National Practice Management Conference in Baltimore in 2016.
For more information see www.blionline.org
Similar to Career development in the canadian workplace, national business survey british columbia (20)
Le CERIC examine l’impact réels et prévus du COVID-19 sur les services d’orientation professionelle à travers le Canada alors que nous entrons dans une période de rétablissement. Ce bref sondage vise à recueillir des renseignements essentiels sur les changements que nous vivons, à fournir un aperçu sur l’état évolutif du secteur du développement de carrière au Canada et particulièrement à montrer comment les services d’orientation professionnelle et de la gestion de carrière sont en train de se réinventer.
CERIC is examining the actual and anticipated impact of COVID-19 on career services across Canada as we move into a recovery period. This survey is intended to gather vital intelligence around shifting conditions and provide a snapshot of the emergent state of the career development field in Canada and, importantly, how career services are being reimagined.
Sondage 2015 des spécialistes de l’orientation professionnelle, secteur priveCERIC
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
- Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
- Les sources de préoccupations des spécialistes de l’orientation professionnelle
- L’évolution de la perception du public quant à la valeur du développement de carrière
Sondage 2015 des spécialistes de l’orientation professionnelle, gouvernementCERIC
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
- Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
- Les sources de préoccupations des spécialistes de l’orientation professionnelle
- L’évolution de la perception du public quant à la valeur du développement de carrière
Sondage 2015 des spécialistes de l’orientation professionnelle, enseignement ...CERIC
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
- Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
- Les sources de préoccupations des spécialistes de l’orientation professionnelle
- L’évolution de la perception du public quant à la valeur du développement de carrière
Sondage 2015 des spécialistes de l’orientation professionnelle, secteur de l’...CERIC
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
- Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
- Les sources de préoccupations des spécialistes de l’orientation professionnelle
- L’évolution de la perception du public quant à la valeur du développement de carrière
Sondage 2015 des spécialistes de l’orientation professionnelle, bienfaisance ...CERIC
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
- Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
- Les sources de préoccupations des spécialistes de l’orientation professionnelle
- L’évolution de la perception du public quant à la valeur du développement de carrière
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
– Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
– Les sources de préoccupations des spécialistes de l’orientation professionnelle
– L’évolution de la perception du public quant à la valeur du développement de carrière
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
– Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
– Les sources de préoccupations des spécialistes de l’orientation professionnelle
– L’évolution de la perception du public quant à la valeur du développement de carrière
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
– Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
– Les sources de préoccupations des spécialistes de l’orientation professionnelle
– L’évolution de la perception du public quant à la valeur du développement de carrière
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
– Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
– Les sources de préoccupations des spécialistes de l’orientation professionnelle
– L’évolution de la perception du public quant à la valeur du développement de carrière
Le Sondage 2015 des spécialistes de l’orientation professionnelle réalisé par le CERIC – auquel ont répondu plus de 1000 professionnels du milieu de partout au Canada – présente un aperçu démographique (formation, expérience, rémunération) du milieu, en plus d’examiner les besoins et les tendances de la recherche en matière de perfectionnement professionnel. Le sondage a été mené en ligne entre le 19 octobre et le 20 novembre 2015.
Les résultats de ce sondage permettent au CERIC et aux intervenants du milieu de mieux comprendre les intérêts des spécialistes de l’orientation professionnelle et de cibler les enjeux auxquels ils font face, notamment :
– Les démarches entreprises par les spécialistes de l’orientation professionnelle pour améliorer leurs compétences et leur mobilité professionnelles
– Les sources de préoccupations des spécialistes de l’orientation professionnelle
– L’évolution de la perception du public quant à la valeur du développement de carrière
CERIC 2015 Survey of Career Service Professionals, Government SectorCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, Charitable & Non-Profit Se...CERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, QuebecCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, PrairiesCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, OntarioCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, British ColumbiaCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
CERIC 2015 Survey of Career Service Professionals, Atlantic CanadaCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Career development in the canadian workplace, national business survey british columbia
1. Career Development in the Canadian Workplace:
National Business Survey
Regional Comparison: British Columbia
March 2014
2. Research Details
Survey conducted by: Environics Research Group
Survey methodology:
• Telephone survey conducted among 500 senior officials from Canadian business
• Survey took place from October 25 to November 11, 2013
• Sampling method designed to complete interviews within businesses randomly selected
across Canada
• Results in this document may not add up to 100% (due to rounding or multiple responses as
well as omission of “don’t know” answers)
2
4. Which industry is your organization in?
29%
6%
10%
6%
9%
5%
3%
5%
2%
5%
2%
2%
1%
7%
3%
2%
0%
0%
2%
24%
12%
8%
8%
7%
6%
4%
4%
3%
3%
3%
3%
3%
3%
2%
2%
2%
1%
1%
Service
Manufacturing
Hospitality
Health care
Education
Retail
Non-profit
Finance
Technology
Public administration
Natural resources
Agriculture
Construction
Entertainment/Recreation
Professional services
Automotive (including repair)
Energy
Transportation/Warehousing
Distribution
British Columbia
National average
4: Overview
5. Including yourself, how many employees does
your company currently have?
52%
23%
6%
6%
13%
46%
22%
4%
7%
19%
<10
10-49
50-99
100-
499
500+
British Columbia
National average
5: Overview
6. Looking ahead to the coming year, what would you say is the
greatest challenge facing Canadian businesses in general?
28%
29%
7%
7%
5%
3%
11%
6%
5%
9%
3%
6%
2%
1%
5%
3%
31%
22%
7%
7%
7%
6%
6%
6%
5%
4%
4%
4%
4%
3%
3%
3%
Shortage of skilled workers
General state of the economy
Foreign competition
Increasing overhead/operation costs
Shortage of quality workers (other)
Regulation/red tape
Financial growth/profitability
Taxes
Retirement of senior employees
Lack of funding/financing
Staff retention (general)
High Canadian dollar
Marketing/attracting new customers
Onboarding young workers
Keeping up with technology
Competition (other)
British Columbia
National average
6: Overview
7. To what extent would you say that each of the following
presents a challenge to your business right now?
7: Overview
7%
6%
14%
14%
32%
37%
22%
26%
34%
36%
14%
17%
17%
24%
28%
25%
56%
45%
36%
31%
38%
37%
40%
41%
25%
32%
25%
28%
24%
25%
21%
25%
18%
16%
18%
19%
18%
15%
31%
25%
33%
24%
38%
40%
8%
14%
14%
15%
18%
16%
7%
8%
28%
24%
23%
23%
British Columbia
National average
British Columbia
National average
British Columbia
National average
British Columbia
National average
British Columbia
National average
British Columbia
National average
British Columbia
National average
Very challenging Somewhat challenging Not very challenging Not at all challenging
Loss of senior employees
to retirement
Keeping up with technology
Shortage of skilled workers
Regulation and red tape
General state of the economy
Loss of talented employees
to other organization
Finding young workers
8. Career Development in the Canadian Workplace:
National Business Survey
Recruitment: 7 Questions
8
9. In general, how easy or difficult is it to find people with the
right skill set to fill positions in your company? Is it...?
9: Recruitment
6%
6%
16%
21%
49%
45%
28%
25%
1%
2%
British Columbia
National average
Very easy Somewhat easy Somewhat difficult Very difficult Depends on the position
10. What are the main reasons it is difficult to
find the right candidates?
69%
21%
13%
1%
13%
13%
3%
0%
1%
0%
64%
15%
14%
12%
11%
6%
3%
2%
2%
2%
Hard to find qualified candidates/with right skill set
Hard to find reliable candidates/with right work ethic
Company's physical location is a barrier
Very competitive job market in this industry
We can only offer low/uncompetitive wages
(including seasonal)
Takes too much time/effort to find right candidate
Hard to break through noise/get job/company noticed
Traditional recruitment approaches no longer as effective
Don't provide career advancement opportunities
Regulations/ red tape (e.g. government, unions)
British Columbia
National average
10: Recruitment
11. Has your business done any of the following in the past five
years in order to find skilled employees?
47%
49%
66%
8%
29%
43%
64%
76%
50%
51%
65%
15%
29%
41%
64%
70%
Recruited through social media
Marketed the advantages of working
at your organisation
Offered training and advancement
for lower-level employees
Used automated resume software
Outsourced recruitment to search
or personnel firms
Used community employment agencies
Identified internal candidates
Employee referral
British Columbia
National average
11: Recruitment
12. When searching for skilled employees, would you say that
resumes matter more than in the past, less than in the past
or about the same as always?
12: Recruitment
8%
10%
14%
13%
76%
76%
British Columbia
National average
More Less About the same
13. How important to you is a potential employees
online profile or footprint? Is it...?
13: Recruitment
10%
11%
40%
41%
30%
28%
16%
18%
British Columbia
National average
Very important Somewhat important Not very important Not at all important
14. And how much effort would you say your company puts into
customizing the recruitment approach in order to reach and
attract members of underrepresented groups?
14: Recruitment
8%
13%
38%
34%
47%
50%
British Columbia
National average
A lot of effort Some effort Not much effort
15. Career Development in the Canadian Workplace:
National Business Survey
Skills Gap: 3 Questions
15
16. There is a gap between the skill level and experience that
prospective employees have, and what organizations in my
industry are looking for…
16: Skills Gap
28%
23%
44%
50%
21%
21%
3%
3%
British Columbia
National average
Strongly agree Somewhat agree
Somewhat disagree Strongly disagree
26%
36%
21%
15%
50%
48%
British Columbia
National average
Increased Decreased Stayed the same
“Strongly Agree/Somewhat Agree”: In the past five
years, would you say that the skills gap in your
industry has increased, decreased or stayed the same?
17. Q16: “Strongly agree/Somewhat agree”
Which of the following statements is closer to your own opinion:
The best way to close the skills gap is for…
17: Skills Gap
44% 44%
13%
43% 43%
13%
...Employers to offer more
training to new employees
...Prospective employees to
better prepare themselves for
the labour market
Both/combination
of the two
British Columbia National Average
18. Career Development in the Canadian Workplace:
National Business Survey
Soft Skills: 4 Questions
18
19. What soft skills are most important to you in an employee?
38%
33%
31%
18%
25%
14%
16%
8%
11%
11%
6%
3%
9%
2%
3%
5%
5%
7%
36%
29%
25%
23%
18%
11%
11%
10%
9%
8%
7%
6%
6%
5%
5%
5%
5%
4%
Positive attitude
Communication skills
Teamwork skills
Strong work ethic
Interpersonal/customer service skills
Flexibility/adaptability
Honesty/integrity
Time management abilities
Reliability/dependability
Problem-solving skills
Accountability
Dedication/passion
Self-confidence
Willingness/ability to learn
Goal-oriented
Work well under pressure
Competence/diligence
Presentation
British Columbia
National average
19: Soft Skills
20. How easy or difficult is it to find people
with these soft skills? Is it...?
20: Soft Skills
[VALUE]
3%
24%
27%
48%
50%
18%
17%
1%
1%
British Columbia
National average
Very easy Somewhat easy Somewhat difficult Very difficult Depends on position
21. If you are having difficulty finding technically skilled workers,
is your organization more likely to...
21: Skills Gap
67%
21%
8%
62%
26%
9%
Hire someone with soft skills
who is a good fit and provide
training
Keep searching until you find
someone with the right
technical skills
Depends
British Columbia National Average
22. Are senior level positions in your organization
more likely to be filled by…?
22: Skills Gap
64%
17%
10%
58%
19%
15%
Current employees who have
advanced within the
organization
New employees brought in
from other organizations
Depends
British Columbia National average
23. Career Development in the Canadian Workplace:
National Business Survey
Training: 8 Questions
23
24. Does your organization provide new employees with any of
the following types of training?
89%
67%
34%
90%
2%
80%
65%
45%
88%
3%
Orientation
Mentorship
Apprenticeship
Job-specific training
Do not offer training
British Columbia National average
24: Training
25. Would you say that your organization is very willing, somewhat
willing, not very willing or not at all willing to hire and train new
employees who may lack in some technical skills?
25: Training
44%
39%
38%
43%
11%
11%
3%
5%
British Columbia
National average
Very willing Somewhat willing Not very willing Not at all willing
26. Would you say that losing skilled employees in which you have
invested training to other organizations is...?
26: Training
24%
25%
37%
39%
28%
21%
10%
14%
British Columbia
National average
A great concern Somewhat of a concern Not really a concern Not at all a concern
27. Does your organization use any of the following
to fill your labour needs?
40%
49%
28%
33%
24%
43%
39%
35%
34%
33%
Co-operative education
programs
Volunteer opportunities
Apprenticeships
Wage subsidy programs
Internships
British Columbia National average
27: Training
28. Does your organization provide ongoing training
for long-standing employees?
28: Training
80%
16%
82%
17%
Yes No
British Columbia
National Region
36%
30%
0%
34%
40%
19%
1%
39%
Technical
Soft Skills
Both
Depends
If “yes”, is the training you provide to staff
technical in nature, or focused on soft
skills, such as team building or diversity
awareness?
29. Does your organization provide employees with professional
development opportunities, such as conferences or workshops?
29: Training
67%
30%
73%
25%
Yes No
British Columbia National Average
30. Does your organization offer formal coaching or
mentoring programs for employees?
30: Training
43%
55%
44%
54%
Yes No
British Columbia National Average
31. Career Development in the Canadian Workplace:
National Business Survey
Youth Employment: 4 Questions
31
32. Which of the following do you think is the greatest
reason unemployment is particularly high
for young workers under the age of 25?
20%
9%
6%
17%
9%
14%
13%
8%
18%
12%
4%
19%
12%
9%
11%
9%
A lack of real world experience
Older workers staying at their jobs longer
A lack of networking and job search skills
They are too demanding in the job they want
Fewer entry-level jobs available
Lack of soft skills
Lack of technical skills
Lack of communication skills necessary to convey
abilities in an application or interview
British Columbia
National average
32: Youth Employment
33. When recruiting job candidates, how much effort does your
company put into customizing the recruitment approach in order
to reach young workers? Would you say...?
33: Youth Employment
20%
40%
36%
18%
40%
39%
A lot of effort Some effort Not much effort
British Columbia National Average
34. Which of the following is your organization doing
to attract younger workers?
46%
52%
28%
32%
25%
21%
18%
20%
55%
49%
38%
34%
31%
29%
24%
20%
Online job sites/boards
Recruiting through social media
Government sites
Recruiting on campuses
Taking part in job fairs
Offering paid internships
Offering unpaid internships
Recruiting through youth-
serving agencies
British Columbia
National average
34: Youth Employment
35. Would you say that hiring and training recent grads and
young adults is part of your organization's
Corporate Social Responsibility?
35: Youth Employment
38%
59%
49%
47%
Yes No
British Columbia National Average
36. Career Development in the Canadian Workplace:
National Business Survey
Professional Development: 5 Questions
36
37. Would you say that you strongly agree, somewhat agree, somewhat disagree or
strongly disagree with the following statement: Employers have a responsibility
to provide career management programs for their employees.
37: Professional Development
22%
27%
45%
44%
21%
21%
13%
8%
British Columbia
National average
Strongly agree Somewhat agree Somewhat disagree Strongly disagree
38. Does your organization have career
management programs for employees?
38: Professional Development
22%
71%
29%
68%
Yes No
British Columbia
National Region
26%
21%
16%
11%
26%
21%
11%
29%
25%
19%
18%
16%
14%
9%
Individually tailored
training/coaching
Career planning/training/
education
Succession/
advancement programs
Skills development
programs
Mentorship/
apprenticeship programs
Education
reimbursement/
training encouragement
Leadership programs
If “yes”, what are they?
39. Of the following, which presents the greatest challenge to
offering career management programs? Is it...?
38%
37%
15%
5%
0%
33%
45%
13%
4%
2%
Cost
Time
Lack of expertise
None of the above
Not our responsibility
British Columbia
National average
39: Professional Development
40. How important would you say it is to your organization to provide
employees the opportunities to reach their own career goals?
Is it...?
40: Professional Development
43%
44%
44%
42%
3%
6%
8%
5%
British Columbia
National average
Very important Somewhat important Not very important Not at all important
41. Career Development in the Canadian Workplace:
National Business Survey
Please visit the CERIC website at ceric.ca to download the
National Business Survey Executive Summary
(available in English and French) and related information
as it becomes available.
41