The proportion of adults in Canada with a post-secondary education is the highest among all OECD countries, and the cost of that education is roughly double the OECD average. Yet, more and more of those degree holders fall behind in the earnings scale. The share of Canadian university graduates who make less than half the national median income is the largest among all OECD countries. Sure, on average it pays to get a post-secondary education, but with the education premium narrowing, the number of lowincome outliers is rising. And despite the overwhelming evidence that one's field of study is the most important factor determining labour market outcomes, today's students have not gravitated to more financially advantageous fields in a way that reflects the changing reality of the labour market.

To remain vital and relevant to their customers, most businesses today realize that driving diversity and inclusion throughout their organizations is an imperative. The reasons are clear. Diverse and inclusive teams are able to apply a broader range of knowledge and skills. They're better at recognizing and solving problems that others may overlook. They're more likely to understand the real, often unarticulated needs of the people they design products and services for. What's more, inclusive teams tend to produce better results faster because they operate with higher levels of organizational self-awareness, performance and innovation.

This Concepts and Methods Guide is intended to provide an understanding of the 2012 Canadian Survey on Disability (CSD) with respect to its subject-matter content and its methodological approaches. It is designed to assist CSD data users by serving as a guide to the concepts and questions used in the survey as well as the technical details of survey design, field work and data processing. The guide provides helpful information on how to use and interpret survey results. Its discussion of data quality also allows users to review the strengths and limitations of the data for their particular needs. Chapter 1 of this guide provides an overview of the 2012 CSD by introducing the survey's background and objectives. Chapter 2 discusses the development and testing of the survey's content, explaining the key concepts and definitions used for the survey. This chapter introduces the CSD questionnaire modules as well as data linkages with the National Household Survey (NHS). Chapters 3 to 6 cover important aspects of the survey methodology, from sampling design, through data collection and processing and ending in the creation of final data files. Chapters 7 and 8 cover issues of data quality and caution users against making comparisons with data from previous Participation and Activity Limitations Surveys (PALS). Chapter 9 outlines the survey products that are more widely available to the public, including data tables, a fact sheet and reference material. Appendices provide more detail on questionnaire indicators, the disability severity score, questions used for assessing employment equity, special coding categories for the survey and standard classifications used. A glossary of survey terms is also provided.

Skills gaps cost the Ontario economy up to $24.3 billion in forgone GDP--a result of too many Ontarians not obtaining enough education to find employment in today's economy. Skills gaps are projected to worsen if action is not taken to address them, and fears about a future of œjobs without people and œpeople without jobs are widespread. However, little has been done to examine the true economic costs of Ontario's skills gaps and what can be done to prevent a skills crisis. To address a lack of information, the Conference Board undertook a major study of skills gaps in Ontario, including a survey of over 1,500 Ontario employers.

Productivity growth in Canada (PGC), is the reference publication on productivity in Canada. The objective of this publication is twofold: a) to illustrate the importance of productivity trends on the changes in living standards in Canada and, b) to measure the productivity performance of the Canadian economy in comparison with the United States, in particular. PGC includes articles on productivity and related issues and serves as a vehicle to understanding the sources underlying economic growth in Canada.

This research report considers the future trajectory of work in Australia's broader transportation industry. It takes into account the change and disruption that will occur across the sector as a result of a number of drivers - including, but not limited to, technological innovation. Transportation is a crucial part of the Australian economy, and generates significant spill-over benefits that are shared across all sectors and regions. Transportation is also an important employer, occupying some 625,000 Australians and generating above-average earnings. However, work in this sector is poised for dramatic change in the years ahead. It is the responsibility of all stakeholders in transportation to prepare for that change - to manage it, minimise its costs, and maximise its benefits.

Technology is being used to change power balances in workplaces and to perpetuate long-standing precarious employment relationships, Jim Stanford argues. But the exploitative practices of the gig economy reflect deliberate choices, rather than the inevitable onward march of technology, and creating better jobs also lies within our power. KEY TAKEAWAYS; Jim Stanford makes the link between low business investment in equipment and skills training, and a halving of productivity growth in Canada and OECD nations. Disruption in the relationship between employers and workers — like the gig economy — is a reflection of our past choices, rather than the inevitable onward march of technology, and creating better jobs also lies within our power.

This report estimates the net incomes of UberX drivers in six Australian cities, on the basis of public information regarding Uber's pricing structure, a representative benchmark urban trip, and other parameters (including vehicle expense guidelines in Australia's tax system). The main findings of these simulations include: UberX services are provided at significantly lower prices than traditional taxi services in all major Australian cities; on average, traditional taxis are about 40 percent more expensive than UberX, based on a representative benchmark trip. Under normal pricing schedules, it is very unlikely that UberX drivers earn net income (after all expenses) equivalent to Australia's statutory minimum wages for workers in this industry. We estimate the net income of Uber drivers (on average across the six cities considered in the report) under plausible assumptions to be $14.62 per hour. The highest simulated net incomes are generated in Canberra and Sydney (over $18 per hour); the lowest are in Perth (under $11 per hour). The simulated average hourly net income for Uber drivers is well below Australia's basic statutory minimum wage, of $18.29 per hour. And it equals less than half the statutory minimum payments required under the relevant Modern Award that would apply to waged workers in this sector (taking into account casual loading increments and penalty rates for evening and weekend work).

ATD defines a skills gap as a significant gap between an organization's current capabilities and the skills it needs to achieve its goals and meet customer demand. An organization with significant skills gaps risks not meeting customer demand. Because critical skills are missing, it may not be able to grow or compete, and may not be able to prepare for the future of work. This marks the sixth skills gap report produced by the Association for Talent Development (formerly the American Society for Training & Development) since 2003. In addition to reviewing well-regarded research from outside ATD, this whitepaper will discuss findings from a 19- question survey of 304 talent development professionals--team leaders, managers, directors, leaders, and executives--whose companies are headquartered in the United States. The survey opened in April of 2018 and closed in early June. Insights from that analysis, as well as quotes from respondents, are shared throughout this report. We also have included case studies and examples from companies that are addressing their skills gaps creatively and effectively, and we provide an action plan for talent development professionals to identify and close the skills gaps within their organizations.