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About 13 per cent of Canadian workers have skills mismatched to their jobs. Although this is somewhat in line with an average of around 10 per cent among OECD countries in an international survey, Canadian policymakers have two reasons for concern. Firstly, there is significant variation across socioeconomic groups. While workers with higher educational attainment are more likely to be over-skilled, women, immigrants, and older workers are more likely to be under-skilled for their jobs. In the case of immigrants, the under-skilled problem entirely disappears with time spent in Canada, highlighting the importance of settlement policies that provide rigorous and accessible skills training, language programs, and job-search workshops for newcomers. Secondly, these results could worsen in the years ahead in the face of technological development and demographic aging that are occurring in the labour market at the same time as the role of newcomers in Canada's labour force is growing. As it is, the majority of workers across occupations need to use cognitive skills such as literacy, numeracy, and problem solving at least once a week at work. More importantly, there is no occupation where these skills are not required at all., This study's results highlight the importance of providing more opportunities for skills development and lifelong learning for all workers and better addressing individual training needs, particularly, among under-skilled people such as older workers and new immigrants. Businesses - in addition to providing training opportunities for under-skilled workers - can reduce mismatches within their organizations by appropriately reassigning tasks, providing relocation assistance and finding innovative ways to use workers' skills in order to optimize productivity. Governments can help reduce skills mismatch with policies that enhance labour market flexibility, ease labour mobility, and more importantly, increase participation in lifelong learning.

As part of the technical assistance project, this report seeks to inform people in the workforce development system in particular about the most common uses, successes, and challenges of RT LMI. It provides an overview of major RT LMI vendors and their products and services. It also profiles how three states and three regional workforce development knowledge centers are using RT LMI to identify and address labor market issues.

Working Together: Indigenous Recruitment and Retention in Remote Canada examines the current situation of Indigenous recruitment and retention for organizations operating in Canada's Northern and remote regions. Its mixed methods approach integrates findings from a survey of Northern and remote employers conducted by the Centre for the North, along with expert interviews and an environmental scan of policy and research. The report identifies persistent challenges that employers and Indigenous employees continue to face and highlights best practices to help employers develop effective recruitment and retention strategies suitable for Canada's Northern and remote regions. Our discussion of challenges and best practices also guides readers through the evolving landscape of policy and public opinion surrounding Indigenous recruitment and retention issues in Canada.

Our annual report tracking CEO pay is now in its twelfth year, with the first one published in 2008. These reports have consistently followed the average pay of the top 100 highest-paid CEOs from companies on Canada's S&P/ TSX Composite, the largest 260-odd publicly traded companies in Canada. As always, we compiled our data this year directly from company proxy circulars as filed on SEDAR (the System for Electronic Document Analysis and Retrieval).1 All pay data is from 2017 (the most recent data available) and is stated in Canadian dollars unless otherwise specified.2 The full data tables are available in the Appendix. In a separate report, œThe Double-Pane Glass Ceiling,3 we use a broader version of this dataset to examine the gender pay gap among all top-earning executives from S&P/TSX Composite companies--not just the CEO.We looked also at the chief financial officer (CFO), the chief operations officer (COO) and others. The report finds that extreme bonus pay observed at the CEO level is also driving a yawning gender pay gap between the top male and female executives in general in corporate Canada.

This project seeks to update information on Graduate Professional Development Programs (PDP) in Canadian Public Universities as presented in the 2012 Report, Graduate Student Professional Development (GSPD): A Survey with Recommendations. To accomplish this, Phase 1 of the project gathered information about the scope and delivery of professional development for graduate students in universities across Canada. This information will be used to create an on-line catalogue and national inventory of the above that will be a resource for professional development administrators. Phase 2 of the project will begin in the winter of 2017, and will explore current university practices in Canada and elsewhere to assess the reach, value, and impact of graduate student PDPs, thus laying the groundwork to optimize and expand professional development opportunities for graduate students across Canada.

From 2010 to 2013, Discover's tuition reimbursement program produced an overall 144% return on investment as a result of avoided talent management costs due to higher rates of promotion, transfers and retention and lower rates of absenteeism. Employees participating in the program received, on average, annual wage increases that were at least 41% greater than non-participating employees, while helping Discover save $10.9M.

Until recently, most research on the potential effects of automation, including our own body of work, has focused on the national-level effects. Our previous work ran multiple scenarios regarding the pace and extent of adoption. In the midpoint case, our modeling shows some jobs being phased out but sufficient numbers being added at the same time to produce net positive job growth for the United States as a whole through 2030. But the national results contain a wide spectrum of outcomes, and this report goes one step further to explore those variations. Automation is not happening in a vacuum, and the health of local economies today will affect their ability to adapt and thrive in the face of the changes that lie ahead. Our analysis of more than 3,000 US counties and 315 cities finds they are on sharply different paths. Twenty-five megacities and high-growth hubs, plus their peripheries, have generated the majority of job growth since the Great Recession. By contrast, 54 trailing cities and roughly 2,000 rural counties that are home to one-quarter of the US population have older and shrinking workforces, higher unemployment, and lower educational attainment. Automation technologies may widen these disparities at a time when workforce mobility is at historic lows.The labor market could become even more polarized. Workers with a high school degree or less are four times as likely as those with a bachelor’s degree to be displaced by automation. Reflecting more limited access to education, Hispanic workers are most at risk of displacement, followed by African Americans. Jobs held by nearly 15 million workers ages 18–34 may be automated, so young people will need new career paths to gain an initial foothold in the working world. Roughly 11.5 million workers over age 50 could also be displaced and face the challenge of making late-career moves. The hollowing out of middlewage work could continue.The future of work is not just about how many jobs could be lost and gained. Technology is altering the day-to-day mix of activities associated with more and more jobs over time. The occupational mix of the economy is changing, and the demand for skills is changing along with it. Employers will need to manage large-scale workforce transformations that could involve redefining business processes and workforce needs, retraining and moving some people into new roles, and creating programs for continuous learning. This could be an opportunity to upgrade jobs and make them more rewarding. The choices that employers make will ripple through the communities in which they operate.

The 2019 Workplace Learning Report shows that talent developers finally have the budget and support to be even more strategic partners to the business. So, what’s next for the talent developer? LinkedIn Learning surveyed over 3,300 talent developers and workplace learners to create the 2019 Workplace Learning Report. We examined how learning leaders like you leverage increased budgets and influence to close skill gaps, increase engagement, and tap into the potential of every learner. Key fndings include ; 1. L&D finally have the budgets and executive buy-in to take learning programs to the next level ;2. Skills Gaps are the Number One Focus for Talent Developers;3. What Employees Want Most: A Self-directed Learning Experience;4. Boost Engagement by Spending More Time Marketing Programs and Leveraging Managers

This paper describes the O*NET Center's initial identification of œHot Technologies. A œHot Technology is a technology requirement frequently included in employer job postings. The concept of hot technologies was developed in order to enable a wide variety of customers to learn what types of software skills are in demand within the current United States economy. The hot technologies are incorporated within the primary O*NET websites. Hot technologies are distinguished by a fire icon. In the near future, the hot technology information will be available within the O*NET Web Services.