This issue brief describes the ways in which competition between firms can benefit consumers, workers, entrepreneurs, small businesses and the economy more generally, and also describes how these benefits can be lost when competition is impaired by firms’ actions or government policies. Several indicators suggest that competition may be decreasing in many economic sectors, including the decades-long decline in new business formation and increases in industry-specific measures of concentration. Recent data also show that returns may have risen for the most profitable firms. To the extent that profit rates exceed firms’ cost of capital— which may be suggested by the rising spread on the return to invested capital relative to Treasury bonds— they may reflect economic rents, which are returns to the factors of production in excess of what would be necessary to keep them in operation. Such rents may divert resources from consumers, distort investment and employment decisions, and encourage firms to engage in wasteful rent-seeking activities.

The Economic Report of the President is an annual report written by the Chair of the Council of Economic Advisers. An important vehicle for presenting the Administration’s domestic and international economic policies, it provides an overview of the nation's economic progress with text and extensive data appendices.

In 2013, the Council of Atlantic Ministers of Education and Training (CAMET) launched a review of the Atlantic Canada Essential Graduation Learnings, the 1995 framework for curriculum development endorsed by the four Atlantic Provinces. A committee representing each province was formed to ensure the framework, guiding expectations for completion of public education, responded to the changing demands of work and life in the 21st century.

Governments tackling the future of work should make it easier for low- income kids to become skilled workers. Access to the Canada Learning Bond is key.

This 14th edition of the Learning and Development Outlook has two main objectives: to provide L&D leaders and practitioners with data about the current state of learning programs, practices, and expenditures across Canada; and to provide an analysis of the current state of learning in organizations. The report summarizes the results of the Learning and Development Outlook survey sent during the fall of 2016 and winter of 2017. A total of 127 organizations completed the survey. A key finding that emerged from the responses is that organizations with strong learning cultures invest more in their learning and development and are realizing greater returns for their investment. Largely, they are guided by strong leadership that places a high priority on employee engagement and communication.

Technical advancement is predicted to impact the workforce and will require the reskilling of many. This study sought to understand the preparations large enterprises are taking to prepare their workforce and their workplace for the impact of advanced technologies. Specifically, this paper explored the knowledge, motivation, and organizational influences that impact the Chief Learning Officer’s (CLOs) ability to prepare their workforce for the future. Clark and Estes’ (2008) gap analysis model influence the conceptual and methodological framework for the study along with the Burke-Litwin (1992) model for organizational change. Interviews were conducted with seven CLOs at large enterprises. The research explored the CLOs’ knowledge and motivation related to creating a leadership and development strategy to develop their workforce, considering their organizations’ adoption of advanced technologies. The data suggested CLOs are knowledgeable and motivated about preparing their workforce for the future of work. The research also explored how organizational culture and context supported or hindered CLO knowledge and motivation. The data suggested that indeed organizational cultural models and organizational cultural settings impact the CLOs’ ability to reach their goals. Recommendations for developing a transformational adult learning program for CLOs was proposed. The program design, metrics and critical behaviors needed to evaluate the effectiveness of the proposed program was influenced by Kirkpatrick model by also took an anagogical approach. The practices identified supported the continued development of knowledge, motivation and organizational cultures to help prepare large enterprises’ workforce and workplace for the impact of advanced technologies.

This study, undertaken by SQW Ltd (SQW) for the UK Commission for Employment and Skills (UK Commission), has evaluated the design and development processes that were used to conceive projects under the Best Market Solutions (BMS) strand of the Growth and Innovation Fund (GIF). The overarching aim of the evaluation was to learn lessons from the way in which project ideas were conceived, and subsequently developed. The specific objectives of the study were to gain insights into: how ideas were conceived and, in particular, where innovation came from; the barriers to, and enablers of, the development and set-up of projects; the nature and extent of employer and other partner engagement in developing proposed solutions; the strength of the underpinning logic chains and routes to impact of the proposed projects; and any early outcomes and successes, recognising the current early stages of all of the projects.

The Panel has made 28 recommendations in six key themes and two other areas. The government should take a leadership role in implementing the following four recommendations: 1. Establish a Planning and Partnership Table (PPT) chaired by representatives from employers, education and government. This Table would be a formal institutionalized body responsible for producing results in the area of skills development and experiential learning opportunities that contribute to increased linkages to employment and entrepreneurship. The PPT should not be a government-driven body but should be strongly and actively supported by all stakeholders. (Recommendation 1-1) 2. Establish a Workforce Planning and Development Office, in the provincial government, to drive the delivery of the Panel’s recommendations and to support the government’s role at the Planning and Partnership Table. (Recommendation 1-2) 3. The Ontario government must take a leadership role in developing and making generally available high-quality labour market information so that everyone can make better decisions based on timely, relevant, and understandable information. The Panel strongly encourages the Ontario Government to use the Forum of Labour Market Ministers (FLMM) to drive this important reform. (Recommendation 2-1) 4. Expanding experiential learning opportunities is critical to success in the area of skills development. Therefore, Ontario should commit to strengthening and expanding experiential learning opportunities across secondary, post-secondary, and adult learning environments. As a first step, Ontario should commit to ensuring that every student has at least one experiential learning opportunity by the end of secondary school (in addition to the existing volunteer requirements) and at least one by the time they graduate from post-secondary education. (Recommendation 3-2)

The National Council of the College of Physicians, under the coordination of Dr. Jacques Lucas and Pr. Serge Uzan, today published a white book on "Physicians and patients in the world of data, algorithms and intelligence artificial "formula 33 and proposals. This paper explores in particular the current and future impact of new technologies for the practice of medicine, for initial and continuing education of physicians, medical research, and instead of patients in the health system. More generally, it calls for "identifying risks now that the digital society has to fight them while supporting all the benefits it can bring to the person's service." Recalling that "medicine always involve an essential part of human relationships, regardless of specialty, and will never blindly rely on" decisions "taken by algorithms devoid of nuances, compassion and empathy" the authors of the white Paper nevertheless believe that "algorithms and artificial intelligence will be our allies, as an essential input for decision support and therapeutic strategy," as well as medical research. Consequently, the National Council of the College of Physicians, "to accompany the entire profession, in the diversity of its exercises" to "strengthen collaboration with patients," and to ensure that new technologies are actually put "the person's service and the company" makes 33 recommendations. [googletranslate_en]