Eastern Ontario's workforce is undergoing significant changes due to digital technology and economic shifts, with approximately 50% of Canadian workers needing to transition to different jobs by 2030. The region faces challenges such as a skills shortage and the impact of automation on lower-skilled jobs, while also presenting opportunities in areas like advanced manufacturing and healthcare innovation. To remain competitive, stakeholders must embrace continuous learning and adapt educational frameworks to prepare for the emerging demands of the new economy.

1. hange is coming quickly to Eastern Ontario’s workforce. Digital
technology and a transfer in economic growth and wealth from North
America to Asia in the aftermath of the great recession are redefining
the skills and jobs needed in the next economy. New studies suggest
approximately 50% of Canadian workers-as many as 10 million-will have to do
completely different jobs by 2030. That represents approximately 90,000
workers in Eastern Ontario’s labour force. How should we prepare for this sea
change? Workers, employers and educators will need to rethink how to design
workforce preparedness and begin to model an educational paradigm that
embraces the continuous need to learn new skills. In addition, we must
implement innovative approaches to learning in new environments and
shorter cycles or “batches”. We must continuously develop strategies in
experiential learning in order to compete globally as well as retain our present
standard of living and place in the global world order.
Eastern Ontario’s Workforce
Summer of 2019
Eastern Ontario’s WorkforceCharlie Mignault, Commissioner, SLCEDC

2. Shifting employment sectors — Emerging job opportunities —
Challenges in the new economy
What we know is that the new economy- tomorrow’s economy- will look much
different than yesterday’s. In Eastern Ontario, we know technology is having a massive
impact on jobs. This disruption has caused a skills shortage in higher order work while
laborers and lower skilled workers are increasingly challenged by automation, AI and
robots. Similarly, since the recession, wages for these workers, like our population, have
remained flat. The Post Fordist branch plant economy has left the region. At the same
time, manufacturing plants across the region are embracing new technologies with
the keen understanding that evolution is at play – that is too say- manufacturers must
evolve or die. A recent Business Development Bank of Canada study found that only
19% of Canadian businesses are digitally advanced. The authors note, “This remains a
huge opportunity as digitally advanced companies are 62% more likely to enjoy
higher sales than all other businesses over the past 3 years.”
In this climate. In this climate, successful manufacturers are adapting robots
and process automation to remain globally competitive and retain workers. Other
firms are seeing demand for digital printing and 3D printing which is leading to new
opportunities. And although an aging workforce, trade volatility and a need to
upgrade aging equipment are pressing concerns, these firms are a sign of hope to
other regional manufacturers providing a game plan and confirming that success is
possible in a still fertile environment. This transformation will continue and will require
more engineers, data scientists and applied mathematics grads.
In much the same way, transportation technology is changing fast and new
startups focused on energy storage and electronic vehicles will create new supply
chain networks locally. Bio sciences firms will also be able to utilize yesterday’s
industrial infrastructure and leverage human capital and physical facilities to invent
new materials thereby evolving away from petro chemical products to organic
solutions. We are poised and well positioned to participate in the transformation
particularly with graduates from Queen’s University, Ottawa U, Carleton and St.
Lawrence College. These tectonic changes to the economy challenge us to reinvent
ourselves and participate more fully in the new economy.
Health care delivery is another prominent opportunity for the St. Lawrence
Corridor region. As our population continues to gray at a rate well above the national
average, we will need to find innovative ways to increase access to quality healthcare.
The large acute care hospital model is too expensive and inefficient to meet the fast-
evolving demographic shift. That system was designed for a life expectancy among
Canadians of 72; rather than our current average life expectancy rate of 82; while
Eastern Ontario’s Workforce
Summer 2019
Eastern Ontario’s WorkforceCharlie Mignault, Commissioner, SLCEDC

3. approximately 30% of all health care spending among seniors occurs in the last year
of life – this just as baby boomers are meeting their eighth decade. Given these
emerging challenges, we must accept that the present system is not designed to
meet current demand and lacks flexibility to adjust appropriately. This is now affecting
the morale of front line healthcare providers as they work at breakneck pace to meet
a demand that outstrips supply. Soon it will be patients that will demand a new
model as the situation deteriorates. Our challenge is clear. How can innovation and
entrepreneurism alter this direction?
Can we redesign our learning pathways and educational institutions to align
with the skills and competencies required for the new jobs of the next economy? Will
we be able to conquer these challenges – or will we allow other countries to jump
ahead while we remain sedated by the successes of our past?
Summer 2019
Eastern Ontario’s WorkforceCharlie Mignault, Commissioner, SLCEDC