Technological advances allow and induce changes in patterns of production and distribution of goods and services with implications for employment, labor and skill requirements. Because they are transforming the business in their content, because they are they same carriers for new ways to communicate, collaborate and coordinate work, because they are also used by active in their day work and outside, the diffusion of new technology also helps transform the way work is done and experienced. The report of the Council for Employment Policy establishes a diagnosis on current trends in work organization practices and their link with the technological advances and their implications on the situation of people at work. [googletranslate_en]

In a prospective approach, the skills of the future are the new professions, new knowledge and new skills that emerge based on social, economic or technological. Trades are in constant evolution and change is accelerating. Anticipating the changing demand of professions and, more broadly, the development of knowledge and skills required for the exercise, helps to plan the development of relevant training. The skills of the future is the future of employment. [googletranslate_en]

The digital transformation of the economy and the progress of automation fueling deep content developments and the structure of employment. In this transition period, the major challenge is to ensure the fit between the skills of the assets and the needs of a changing economy to allow everyone to have a good job and to take full advantage of the ongoing transformation. Volume 2 of this report is to first make a diagnosis as accurate as possible in a context of changing and uncertain definition. It seeks to better understand the skills that can be frequently asked in an economy increasingly digitized, automated and appreciate the current state of competencies of the French workforce in the light of these new requirements. Based on this diagnosis, the Board proposes the main lines of an overall strategy to develop skills in the context of the digital revolution. [googletranslate_en]

Progress in the field of robotics and artificial intelligence, the development of the Internet of Things, processing mass data (big data), the emergence of 3D printing or the heralded revolution today driverless cars fueling concerns about a "jobless future". These concerns are not new: every new wave of important innovation, at least since the Renaissance, the fear of technological unemployment linked to the replacement of man by machine resurfaces. However, history shows that the successive technological advances, including those related to the automation of production, were instead accompanied far a development of employment, even if the nature and the structure of employment have at the same time deeply moved, and their distribution in space. Technological developments underway, dominated by scanning and marked by a considerable automation potential, they belong to the same logic or by their nature, scope and speed of dissemination, are they likely to have a different impact on employment? This is why the Council orientation for employment wished refine the diagnosis by conducting a thorough analysis of the impact of these innovations on employment. He sought to appreciate not only the observed effects and the possible volume of employment (in terms of loss but also creations), but also the effects on the employment structure (what are the professions and sectors the most involved? How are they called businesses evolve? What types of skills will in future priority?) and location, both nationally (what could be the most affected employment areas? ) and international (technology could they promote jobs relocation movement in France?). [googletranslate_en]

We believe the following five interventions can help boost Canada's innovation agenda.  1. To catalyze the formation of "innovation markets" led by companies in the sectors and technologies where Canada is on a roll and where market participants need new solutions.  2. Create additional growth capital pools to ensure that companies have enough capital to scaling and access to investors who can provide advice and other value-added support.  3. Change our government procurement policies to incorporate strategic sourcing and innovation as the main objective. A turn of a supply system focused on the needs for a regime based on the value easier for the government and other public sector actors, is the first to become important consumers of Canadian innovative solutions to try those above and to confirm.  4. Review and streamline the government's innovation programs and to scale those whose incidence has been established. Examining regulatory and eliminate or reorganize those who would harm the development of priority sectors and markets innovation.  5. Accelerate the entry of the most talented people with an immigration policy which helps to reduce the shortage of talent in high growth companies, as well as reinvigorate the talent pool to using a focused strategy on innovation and talent and the program future Skills Canada. [googletranslate_en]

The global labor markets undergo massive changes stemming largely from technological advances. The increasing automation and the rise of the so-called "economy jobs" are such move existing jobs while creating new jobs requiring different skills and changing the trajectory of our professional lives. The scope and scale of these turns are unprecedented and deeply affect the lives of workers and Canadian workers. We estimate that by 2030, automation and changes to existing occupations could threaten the employment of more than 10% of workers and Canadian workers, unless they learn new skills. In Canada, the skill development infrastructure is simply not equipped to meet the challenges ahead. Our current system is based on two pillars. The first supports the development of skills before entering the labor market, from kindergarten to grade 12 and in postsecondary education. The second pillar supports people when they leave the workforce by providing assistance to the unemployed and pensioners. This leaves a significant gap in institutional support and training during the most productive years of Canadians - and it is at this stage that workers will be most affected by turmoil in the labor market. Although our system has served us well in a relatively stable environment so far, it is not designed to address the imminent disturbances on the labor market.  Canada urgently needs a third pillar which is centered on the support of adult workers. The Commission expects that the management of anticipated changes in the labor market requires an additional 15 billion dollars in annual investments in the development of adult skills. The scale of the coming changes also requires the development of a competency-based plan for Canadian workers that will guide the approach adopted by Canada to help adults of working age to seize new professional opportunities. We recommend that the government1 creates the Challenge Fund of Canada continuing education, which would support individuals and employers to significantly increase investment in skills development and offer them incentives to do so. In parallel, we urge the federal and provincial governments to transform the network of Canada Employment Centers so they offer practical guidance to Canadians so that they meet there among the changes in the labor market changing technology.  The federal and provincial governments have taken some initial steps in building this third pillar with recent changes to policies that have strengthened the Canadian skills development ecosystem. While these changes certainly a step in the right direction, the Board believes changes much more substantial - and that he must soon. It is time to fundamentally rethink how we equip Canadians for work dynamic of the future. To meet this challenge will require an approach encompassing the entire system and an active collaboration between employers, citizens, educational institutions and governments. Essentially, we need to develop mechanisms that support Canadians during continuous learning path throughout their lives. [googletranslate_en]

This Council has established as a key success measure the objective to generate $ 15,000 more in household median income above the current forecasts by the year 2030. Achieving such ambitious aspiration, despite economic changes and rapid social, require targeted action, persevering and concrete. It will also continue to monitor progress in order to terminate ineffective programs. The Council believes that bold initiatives and mutually reinforcing, such as those published today in October, can help resume economic trajectory of our country and help us achieve inclusive growth that will provide the most solid foundation for the future prosperity of our nation [googletranslate_en]

Economic growth that Canada has experienced over the past 50 years has been driven largely by growth in participation rates in the labor market. In 2015, Canada had one of the participation rate in higher labor market of member countries of the Organization for Economic Co-operation and Development (OECD). While it is true that our population is now aging and the labor market will increase over the rate at which we were accustomed, Canada still has a strong labor market whose potential remains untapped because the under-representation of a number of demographic groups. Find ways to include a greater number of Canadians to these groups in the labor market would improve their quality of life and their opportunities for success in the economy. These means would implement the promise of inclusive growth in a way that would also improve the general outlook of the economy, and reduce the likelihood that the social safety net of Canada become overloaded.  The Commission has identified four demographic groups for whom an increase in participation to levels "best in class" could have a significant effect on the economy: the indigenous peoples, low-income Canadians, women with young children and Canadians over 55 years. We hope that the federal government intervene to promote inclusive growth by raising the participation rates of the four groups over the coming years. The four groups referred to herein are not intended to represent an exhaustive list. Several other groups face barriers to participation, such as people with disabilities, recent immigrants and young people who are neither students nor employees nor training. Ensure that a greater number of members of these groups get a job is also very important, but we focused on groups whose increased participation in the labor market will have the greatest economic impact, as we believe that the more the economy is dynamic, there are opportunities for all Canadians.  This memo does not consist of a recommendation of a strategic approach rather than another; rather it is a set of general recommendations to help policy makers so that they thoroughly examine the context of existing policy and identify ways to remove barriers to employment. In some cases, the appropriate response would be the implementation of a new policy; in others, the government could simply have to "deviate", for example by eliminating distortions caused by existing policies that disadvantage employment. The approaches described here are only examples and do not constitute an exhaustive list of strategic options. In addition, it is important to note that policy makers are not the only players in this field: employers, private sector and the public sector, have a role to play in terms of establishing the conditions for a more inclusive participation in the labor market. [googletranslate_en]

To accomplish a mission so ambitious, laboratory of future skills will have three basic functions.  1. Support innovative approaches to skills development: seek, select and co-finance innovative pilot programs in development and skills development that bridge the identified gaps among workers, post-secondary students and young people.  2. Identify and propose new sources of information on skills: Collect the signals of skills needs labor market by raising a pilot project proposals portfolio, supporting innovative information initiatives on the labor market oriented employer expectations, using web sources to extract and synthesize the emerging trends in the labor market and establishing links between skills and abilities.  3. Define the objectives of skills and advise governments on programs focusing on skills: rigorously measure the results of targeted training programs and forward-looking information and initiatives on skills, identify and disseminate best practice general for education and training stakeholders across Canada and determine a set of skills for future goals. If the players decide to participate, these objectives can then help direct more than 17 billion in annual public expenditure on development and training programs on the work of organizations that produce and analyze information about the Canadian labor market and practitioners directly involved in training and education programs. [googletranslate_en]