White Paper

Key Findings: Two-thirds of Canadian employers rely on labour market information (LMI) for human resource management but the vast majority have difficulty finding and understanding LMI. The challenge is particularly acute among smaller employers. Employers say information related to wages, worker availability, and benefits is the most important but also the most difficult to find. The main challenge faced by employers is that LMI is outdated, difficult to find, and not specific enough to their needs.

The skills required to succeed in today's world of work are rapidly changing. Workers experience pressure to continuously improve their skills, and employers struggle to find workers with the right skills to achieve their goals. - Developing a pan-Canadian mapping system that links skills to occupations is an important step towards improving our understanding of the changing nature of jobs. - A five-phase plan is proposed to assess, develop, and maintain a mapping between the recently developed Skills and Competencies Taxonomy of Employment and Social Development Canada and the National Occupational Classification (NOC) system. - The various approaches for achieving such a mapping will be evaluated against a number of established criteria, including, among others, data collection requirements, their statistical rigour, utility in supporting people to make informed decisions, as well as the cost of establishing and maintaining these different approaches. - To ensure the Skills and Competencies Taxonomy and its mapping to the NOC system continue to evolve to meet the needs of stakeholders, external input and feedback will be sought throughout the process. - To ensure the credibility, rigour, and integrity of the final mapping, Statistics Canada and Employment and Social Development Canada will manage and oversee the statistical infrastructure required to maintain and update the mapping.

Key findings from the report include; Labour shortages, skills shortages, and skills mismatches negatively impact individual well-being and dampen growth, productivity, and competitiveness at both the firm-and economy-wide level. These three concepts are often used interchangeably, creating confusion and uncertainty, potentially leading to inappropriate or ineffective solutions. As such, the following definitions are recommended: o Labour shortages refer to a lack of candidates for a specific job in a specific labour market. o Skills shortages refer to a lack of candidates with the skills required by particular employers. o Skills mismatches refer to situations in which an employee's current skills are not well suited to their current job.

In February and March 2018, BCG conducted an online survey of companies in order to assess their progress in adopting AI in industrial operations, which we defined as producers’ core transformation processes, including production and related functions such as maintenance, product quality, and logistics. The survey also covered engineering and supply chain management. The survey’s participants consisted of executives and production and technology managers from 1,096 global companies representing a broad array of producing industries: automotive, consumer goods, energy, engineered products, health care, process industries, transportation and logistics, and technology. The participants were based in Austria, Canada, China, France, Germany, India, Japan, Mexico, Poland, Singapore, the UK, and the US. The survey sought to evaluate survey participants’ views of the relevance of AI in operations today and in 2030, to assess the current state of AI adoption, to understand companies’ future plans, and to identify major challenges. The survey also delved into the relevance and adoption levels of specific AI use cases in operations and the benefits that participants expect to gain from them.

he objective of this background paper is to examine the possibility that entrepreneurship – defined as self-employment or business ownership – offers a solution to disabled people’s labour market disadvantage and social exclusion. Specifically, a number of questions are addressed: Can entrepreneurship be used to move people with disabilities into employment? How often do people with disabilities start businesses and what types of businesses do they start? What barriers do people with disabilities face when starting a business? Are these barriers different than those faced by other entrepreneurs? Do different disabilities present different barriers to self-employment or business start-up (e.g., do people with physical disabilities face different barriers than those with mental disabilities)? What are the main policy tools available to help those with disabilities become more entrepreneurial? How can current policies be improved? The review draws on published material and data sources from several countries, although only English language work is included. Databases freely available at Kingston University were searched using terms such as ‘entrepreneurship’, ‘small business’ and ‘selfemployment’, combined with ‘disability’ and ‘impairment’, were used to identify possible sources. Similar terms were used to search Google scholar and the internet more broadly. The report is structured as follows; first, we consider the meaning of ‘disability’ and, in particular, highlight the diversity of impairments and social contexts the term refers to; second, data is presented on self-employment rates among disabled people, the kinds of disabled people who create new businesses and the types of business they set up; third, research on the barriers to entrepreneurship by disabled people is reviewed; fourth, policy objectives and instruments to encourage and support entrepreneurship among disabled people are discussed. Specific examples of policy initiatives intended to support disabled people into or in entrepreneurship are presented.

The Job Outlook survey is a forecast of hiring intentions of employers as they relate to new college graduates. Each year, the National Association of Colleges and Employers (NACE) surveys its employer members about their hiring plans and other employment-related issues in order to project the market for new college graduates for the current class and to assess a variety of conditions that may influence that market. From August 1, 2018, through October 8, 2018, data were collected for the Job Outlook 2019 survey. A total of 172 surveys were returned—an 18.5 percent response rate. Of those responding, 7.6 percent of respondents are from New England, 8.7 percent are from the Plains, 14 percent are from the Mideast, 14.5 percent are from the Southeast, 14.5 percent are from the Rocky Mountain/Far West, 15.1 percent are from the Southwest, and 25.6 percent are from the Great Lakes

This report speaks to the following five areas ; 1.How to effectively provide services for people who want to work , and which services are likely to be most helpful 2.What systematic incentives and disincentives exist in returning to work 3. How to develop social businesses that as part of their mission provide jobs to people with mental illness 4. How to provide disability pensions that also focus on a person's capacities and ability to work 5. The key things people need to know about succeeding at work.. In each case, the background issues and current situation are covered. The exciting things we know and can apply are outlined. Taken together, they are a sourcebook for action. The next step will be to build consensus at the national, provincial, and territorial levels to move forward. If we do this, we can predict a new generation of capable employees enriching workplaces across Canada, and by so doing having better mental health themselves

This case presents the second phase of DBS Bank's internationally acclaimed digital transformation. Upon completing the first phase (2009-2014) of the transformation that radically rewired" the entire enterprise for digital innovation DBS initiated its second digital push in 2015 to address ever-emerging threats from fintech companies and institutional constraints on acquisition-led organic expansion. To DBS the largest bank in Southeast Asia by assets this digital transformation was an on-going journey in building a next-generation enterprise. It centred on developing the core capabilities to be ready for a digital future i.e. the agility to scale technology infrastructure to delight customers to connect with ecosystem partners and to innovate in ways that are unimaginable today. The case details how DBS was preparing these capabilities by undertaking three fundamental "philosophical shifts": to reinvent DBS by becoming digital to the core embedding DBS in the customer journey and creating a 26 000-person start-up.