Category: Recruitment

When electrical engineer Supneet Chawla arrived in Canada from India, she had to start from scratch and there was nobody to help guide her. When she saw other immigrants struggling, she began ACE Community College in her mother’s garage.

Over 17 years later the Surrey, B.C. school has helped more than 10,000 students, mostly immigrants like Chawla, get trades training and pass their red seal exams. She believes that the right training and the right connections is key to helping immigrants get high paying trades careers. 

SiteNews chatted with Chawla to get her thoughts on the challenges immigrant works face and how they can be brought into the construction sector. 

What role can new Canadians play in filling trades roles?

Chawla: “A lot of immigrants come with very big dreams. They have often left high paying jobs for a better life here. They will try to get their basic expenses paid and that’s when they knock on doors at retail stores, gas stations and they will try to get those jobs rather than looking for a career. Imagine a person with a family to support. They want to pay their rent. And that person gets sucked into a regular paying job and away from their real career. They have the skills but their dreams get crushed very quickly.” 

What challenges do new Canadians face when they come to Canada?

Chawla: “The biggest thing I see for people is language. It’s a big factor. For me, 25 years ago, there was no internet and no cell phones when I landed. Research wasn’t as easily available as it is now. For immigrants now the number one challenge is language. They also come with responsibilities that they have to deliver on. And they also don’t come with a lot of money and it is so expensive these days. A one bedroom basement suite can be $1,500 and if you have kids you need a two bedroom basement suite. The living expenses are so high, that they have to start a job doing whatever they can get.”  

What challenges do new Canadians face when trying to enter the trades?

Chawla: “The biggest challenge for a lot of people is the time commitment, the money commitment and the language commitment. Coming up with money for a $1,000 to $2,000 program. They don’t have that much money but the government has a lot of grants available. They just have to come to the campus so we can help them with those avenues of money that are available to a new immigrant. For language, the Industry Training Authority (ITA) allows you to bring a translator to exams or training. That comes in handy. For all our programs, people can bring their wife or child or anybody who speaks both languages comfortably to help them understand the content. Now when it comes to time they have to work that out for themselves. They can’t get sucked up into the nine-to-five job. They have to have a bigger vision. Commitment of time is the biggest. The other two we can help them get there. But they have to commit the time and show up at the campus. 

What do you want employers to know about immigrants 

Chawla: “Do not underestimate them just because they came from another country. Give them a chance and test the waters for a week. But do not underpay them just because they are an immigrant. This person may be an immigrant now, but in ten years they may feel that they weren’t treated fairly at their first job. Give them a good first experience of being in a good environment, pay them a fair salary. Make sure they have all the resources to do the job and give them an opportunity. 

Do immigrants often get paid less than others?

Chawla: I feel that as an immigrant you are desperate and an employer sees that. I’m an employer myself and whenever I meet potential new employees, what is most important is what they want. Of course I want good work, but what do they want? If I can deliver to your needs, you will deliver for my needs. Any relationship, no matter if it is business or family, it has to be a win-win. That is the only way it works. If I can’t deliver as an employer, how are you going to deliver as an employee? So it’s really important you pay a decent salary so they can do a decent job, give them decent working conditions and not undermine them because they are an immigrant and they were desperate for a job.  

What impact do trades careers have on your clients’ lives?

Chawla: The way I see it, when immigrants come to this country they are like a seed and they want to become a plant. If the seed is healthy, the plant will flourish. I see myself inputting into their lives so the seed can be sown in the right spot so their lives are flourishing. If you have a poor beginning, chances are that your end will be bad as well. Training brings that value to them. As an immigrant, that is where I take my pride. And as a college owner this is something very important to my heart. I sleep well at night thinking about the people we have helped get to a career given the tools and techniques to flourish.

What does it mean to you to be woman of colour and immigrant in the trades?

Chawla: “For me it is a satisfaction as a woman. I take so much pride in where I am today. And it didn’t come easy. There were no long weekends. In 17 years I’ve never had a Saturday because I’m always teaching Saturdays. It comes down to this satisfaction that I get from helping people in a way that I couldn’t get when I came here. I was lost when I came and I had nowhere to turn to figure this out. I had to go through so many hoops to get where I wanted. As a woman of colour, when I see these people doing so much better in life and having some input in that, it makes me feel really good. I would not have done anything differently. I love education and I believe that without education we are nobody. And that’s not just a degree, it’s being aware of what’s out there, what resources are available and what I can do to have a better life. That comes through education. Our mind thinks differently once we are educated.” 

Key Takeaways:

• B.C., Ontario and Quebec will fall well short of 2030 affordable housing goals due to lack of skilled labour.
• Labour capacity issues are most critical in Ontario, which has the largest population and the highest price pressures.
• These provinces would need to double their best-case labour capacity in order to adequately reach housing affordability supply targets.

The Whole Story:

Even under best-case scenarios, major Canadian housing markets will severely miss affordable housing targets due lack of skilled labour. 

According to a report by Canada Mortgage and Housing Corporation (CMHC), housing starts will fall well below the 2030 affordable supply targets in Ontario, B.C. and Quebec, while Alberta will be able to achieve its affordable housing supply target by 2030.

“This report further reinforces that to solve the issue of housing affordability in Canada, we need an ‘all-hands-on-deck’ approach to increasing the supply of housing to meet demand,” reads the report. “This will include building on innovative ideas and initiatives being utilized in the current housing industry and through the federal government’s National Housing Strategy.”

In June CMHC released “Canada’s Housing Supply Shortages: Estimating what is needed to solve Canada’s housing affordability crisis by 2030”, which took initial steps to estimate how much additional housing supply is required to restore housing affordability by 2030.

Using the housing supply targets outlined in ESG 2030, CMHC released the follow-up report “Labour Capacity Constraints and Supply Across Large Provinces in Canada”, which examines the skilled labour capacity in Ontario, Quebec, B.C. and Alberta, to deliver on this level of needed housing supply.

The report looks at a best-case scenario, which projects housing starts with maximum labour capacity and compares these projections to the affordability supply targets set out in its housing shortage report and CMHC baseline starts forecasts. The best-case scenario is based on the highest percentage of people in our population who work in residential construction and the lowest number of residential construction workers per housing unit under construction in the past 25 years.

To address the issue, the report offered a series of recommendations. These included creating and rolling out programs, such as the Housing Accelerator Fund and the Rapid Housing Initiative, amongst others, as part of the National Housing Strategy, that aim to identify and address innovative solutions to accelerate the construction of housing supply in many urban centres in Canada.

The authors also suggested a shift in focus towards converting existing structures into residential units – particularly existing commercial structures. 

They added that Canada could increase the construction of multi-unit housing, as it provides less logistical constraints of moving labour materials and equipment among structures than single-detached homes.

They also called for more incentives to develop a new generation of skilled construction workers and more targeted immigration programs to encourage skilled, temporary and/or permanent foreign workers to bridge the labour shortage, particularly in Ontario and B.C.

Key Takeaways:

• Despite great efforts to grow the workforce, demand continues to outpace labour supply.
• Recruiters have developed new digital tools to try and connect workers with employers, but face-to-face relationship building remains critical.
• Contractors believe there needs to be a massive societal shift towards respecting trades careers and educating young people about the benefits the industry has.
• SiteNews spoke with contractors, academics, labour experts and recruiters to understand what is happening with Canada’s skilled labour shortage and where it’s headed.

The Whole Story:

The dark shadow of workforce shortages has long been looming over the Canadian construction sector. Now that it has hit, has it really been as dark as they said it would be? Is the construction sector finding ways to cope? What are experts doing to address the shortage? We spoke with labour experts, economists, recruiters and contractors to get their thoughts on the current state of things and what they think the solutions could be. 

Demographic challenges continue

Times are tough but they are going to get tougher, say construction labour experts. 

While few could predict that the COVID-19 pandemic would throw the sector into a new level of uncertainty, many believe it has accelerated trends that were already underway. 

BuildForce Canada’s latest report and forecast explained that as Canada’s economy began to rebound in 2021, older workers were slow to come back. 

“If you look at the overall census data, 19 per cent of the population is over 65 and 20 per cent is between 50 and 64,” explained Bill Ferreira, BuildForce executive director. “And those under 16 only account for 16 per cent of the population. We have a demographic crunch. This is what we have been saying for ten years. The challenge the industry faces is not just an industry challenge, it’s a country-wide challenge. The population is getting older and not enough young people are not coming in adequately enough to meet the needs of the economy. More people are set to retire in the next 15 years than we can replace.” 

Unlike the Great Recession, when younger workers were let go first and took longer to return to pre-recession levels of employment, the pandemic caused some older workers in the core working-age group to leave the labour force, many of whom have been slow to return as emergency measures were lifted. 

BuildForce found that this caused a tightening of labour markets for most parts of the country and shoved unemployment rates lower as employment outpaced labour force growth for most of the year. 

In addition, last year also saw a construction boom with total year-over-year construction investment rising 11 per cent.  

Construction investment is essentially sustained into 2023 and then declines gradually over BuildForce’s six-year forecast period. The group expects total investment to be approximately 1 per cent lower by 2027 than levels posted in 2021.

Shortages likely to get worse

“In my opinion, the situation is likely to get even more challenging for the industry as it shifts into the mix of projects we are building,” said Ferreira. “When you look at the requirements for meeting some of the goals – admittedly aspirational goals – of government to double new homes over the next ten years, reduce greenhouse gas emissions for existing buildings, all that will require a shift in the workforce. This is particularly true for renovations to get existing buildings down to net zero. Requirements will increase. While technology will play some role and mitigate some challenges, it’s unlikely to mitigate all of those challenges. The requirements for labour are likely to increase, not decrease.” 

The group estimates that construction demands will require the industry’s labour force to find 15,900 workers over the forecast period. When this demand growth is added to the 156,000 individuals expected to retire during this period – in total, approximately 13 per cent of the 2021 labour force – the overall industry recruitment requirement rises to 171,850 workers by 2027. BuildForce data shows that while the industry is expected to recruit approximately 142,850 new-entrant workers under the age of 30 during this period to help offset some of this requirement, even at these heightened levels of recruitment, the industry is likely to be short some 29,000 workers by 2027.

Ferreira noted that the federal government has introduced new supports for employers to help with costs and barriers to taking on apprentices. There are also programs that the government is looking at implementing to provide more incentives to those looking for new careers to choose essential industries like construction. 

“The government is certainly doing its part in terms of helping employers recruit job seekers and young people,” said Ferreira. “Premiers have started to engage the federal government around immigration policy to see if there are reforms that could increase skilled trade workers coming into the industry. The federal government certainly seems open to these discussions.”

The issue is economy wide. Ferreira noted that the national unemployment rate is slightly above 5 per cent.

“When I was in my 30s, unemployment was 9 or 10 per cent,” he said. “To have 5 per cent is really unheard of. July was the lowest unemployment ever recorded since they started keeping track in 1976.” 

The result has been some reluctance to bid on projects out of fear the labour won’t be available.

“This doesn’t mean projects won’t go forward,” said Ferreira. “They just maybe won’t go forward as quickly. The workforce is working harder today than ever before and employers are doing their very best to keep pace but the demands are outstripping the ability of the labour force.” 

Changing perception

Chandos Construction, a nationwide contractor, is feeling the crunch.  

“We have 740 employees at the company,” said Tim Coldwell, president of Chandos Construction. “If we could, I would hire 100 carpenters and labourers tomorrow and put them to work. The supply is not there.”

The company is also facing similar challenges for project managers, estimators, site superintendents and other roles that are often filled by those who start their careers in the trades. Coldwell believes part of the solution begins with a major perception change around the trades. 

“Frankly, new grads coming out of high school are more interested in working for Google or Microsoft than for construction projects,” said Coldwell. “ The industry has this challenge around being seen as cold, dirty and messy. There’s a whole other side to that conversation.” 

The shortage has pushed Chandos to be strategic about the jobs it takes and how much it takes to ensure its labour force is not overextended. 

“The solution is kids,” said Coldwell. “You have to get to kids. It’s not good enough to get kids in high school.”

Coldwell explained that one of the big things that started the decline of  trades careers was in the 1990s they took shop class out of most high schools in Canada and the U.S.

“That’s gone,” said Coldwell. “I think we need to get back to letting kids know about the virtues of trades work.”

Teaching children modern construction 

He noted that research suggests children form their opinions about who they want to be and what they want to do when they are 6-10 years old. 

“What you really need to do is get into the curriculum taught in schools for ages 6-10 and talk about construction and those careers being a good thing,” he said.

Provinces like Ontario are already doing this by introducing construction concepts to grade three students. 

“When’s the last time you talked to a 13 year old who was excited about being a plumber or electrician or a parent that was excited about them doing that,” said Coldwell. “There are societal challenges that underpin this.”

Coldwell hopes that the new generations of youth understand that construction is a sector that uses tablets, 3D modeling, exoskeletons, robotics, AI and other cutting edge technology. 

“The industry is transforming very quickly and the future of construction work will be less about shoveling in a pit and more about organizing tools and equipment, and thinking with your brain about how to use those supports on job sites,” he said. “I think kids particularly don’t know about that. They think they will be shoveling at the bottom of a trench in a snowstorm.”

He also wants young people to understand the financial security construction work can bring. A red seal carpenter in Toronto can make roughly 48 bucks an hour.

“That’s $100,000 a year,” he said. “With overtime it could be $120,000. If you start a trades program when you are 16 you could be pulling that when you are 20.” 

There is also lots of opportunity for entrepreneurship. Coldwell noted that many tradespeople can start contracting businesses and make even more money. 

Part of Chandos’ current strategy has been to target underrepresented groups like women and Indigenous people. They also are open to giving opportunities to struggling young people.

“If we could, I would hire 100 carpenters and labourers tomorrow and put them to work. The supply is not there.”

Tim Coldwell, Chandos Construction President

This is something Coldwell is passionate about, as he was once a 17-year-old heading down a dark path. 

“I self-identified as an at-risk youth,” he said. “I was going to be in a cardboard box on the street. I found my second family and purpose in construction.”

Coldwell was hired by Chandos Construction where he now serves the president.  

“If you give someone a chance, positive role models and a career that can pay $100,000 a year, so many kids would love that opportunity,” he said. “They are loyal and thankful and come to work happy and engaged. That flows to increased productivity and it’s a win all around.”

Recruiters adjust to assist employers

Workforce recruiters are becoming more sought after to help organizations fill construction positions. 

Michael Scott, vice president of Impact Recruitment’s building division, explained how employee sourcing has evolved in the construction sector and what companies must do to compete for labour.  

“It’s nothing new,” he said. “When I started this division 10 years ago we were just coming out of the global financial crisis, right when Vancouver construction was about to rebound properly. There was a labour crunch then.”

However, Scott explained that the past decade, construction has grown it to a far more prominent career as issues like affordable housing are at the forefront in people’s minds.
“Construction and development is now an industry that seems more viable – not just the trades. It’s purposeful,” he said. 

While the world has changed in many ways over the past decade, some things remain the same. 

“Technology is part of it, but when it comes down to it as a recruitment partner, construction still lives on shaking hands, meeting face to face and getting a gauge of who someone is – whether that’s a carpenter, labourer, electrical, mechanic, project manager or site superintendent,” explained Scott. “When we started the division ten years ago, we made a point of always meeting the person. That hasn’t changed.”

New technology and the COVID-19 pandemic has pushed the industry to become more familiar with digital tools like video calling. Scott says this allows recruiters to cast their net further and digitally meet more candidates. This also helps recruiters encourage clients to meet with candidates from other provinces.

Not all roles have been equally difficult to fill. 

“Difficult roles to fill have been high expertise jobs like estimators and superintendents because most organizations would like to see a super who has built what that company builds. Looking for that super who’s built it from start to finish, from excavation on the ground to completion and handover is very difficult,” said Scott. “Other positions are senior project managers because if you are good at that, your organization is holding on to you and you are being fully utilized. It takes a while to get these people up the ranks. The other big one is just labour in general.” 

This has led to many workers often getting multiple offers and then counter-offers when job hunting. 

New tool aims to connect workers and companies

The rise in demand for recruiting assistance led to Impact creating AmbiMi, a skills-based job matching platform that combines an app with a human-centric network of job hubs to support job hunting and hiring. The technology helps filter and vet qualified candidates based on verified skills, while streamlining processes used in the traditional temporary recruitment agency model. 

“We wanted to create a digital platform where workers have more direct access to employers,” said Scott. “We looked at it as a way for upward mobility of humankind, giving everyone the opportunity to upgrade their skill set.” 

The tool has been released digitally in B.C. and will soon be available in Ontario. In the last few months the team has also begun setting up brick and mortar job hubs in B.C. and Ontario.

Scott encouraged employers who are searching for workers to have an open mind about someone’s background. While they may not have the exact experience you want, their experience may still be beneficial. He also stressed that interviews are critical, as it’s common for workers to get multiple offers.

“When you interview, give them the ultimate respect,” he said. “They made time to speak with you as an employer.” 

He noted that even if that person is not a good fit, it is still important to keep them in your network for future opportunities. 

Recent tightness demand-related

Some academics believe the recent labour crisis spike is more than demographics and the struggle it causes could be better for the industry in the long run. 

“My reading of the data is that the overwhelming market tightness is not a slow moving demographic trend, that’s part of it, but it’s mostly something that appears to be the effect of the pandemic,” said Mikal Skuterud, economics professor at the University of Waterloo and director for the Canadian Labour Economics Forum. “And it appears to be driven primarily by the demand side of labour markets and not supply. The aging population and people moving to retire – that is happening – but we’ve seen a massive spike in tightness.” 

Skuterud explained that the spike began in 2021 when the number of job seekers remained barely moved but the number of vacancies shot up. Skuterud, believes at least one factor lies in the pandemic relief that flooded business. 

“Business failure rates were down,” he said. “The government threw more than $100 billion into the wage subsidy program and more through the rental subsidy.” 

Skuterud noted that the Canada Emergency Wage Subsidy was more than the Canada Emergency Response Benefit and Canada Recovery Benefit combined.

“There were lots of businesses that even without the pandemic, would have failed,” he said. “These are zombie businesses with razor thin margins, barely getting by. This caused lots of ‘labour hoarding’, as we call it, through this period.”

He noted that there is also just simply a lot of demand for things being produced by Canadian businesses which is reflected in consumer prices and inflation. 

When zooming in specifically to construction, Skuterud said job vacancies have always been high, reflecting the transitory nature of the workforce as people move in and out of jobs fast. During the pandemic, construction saw high vacancy rates but was not hit as hard as other sectors, like food and accommodation. 

Shortages could be healthier in the long-term

To address construction workforce shortages, Skuterud says immigration is a policy option many in the industry are lobbying for and new government regulations could relax restrictions for temporary foreign workers (TFWs) – an issue that he believes could become a major battleground for trade unions in the future. 

He and other colleagues recently wrote a critique of softening restrictions on the TFW program, calling the crunch an opportunity for workers to get better wages and conditions, and employers to innovate. 

“There is much to be said for letting these labour shortages play out,” he said. “When there is high unemployment we try to train workers and encourage them to compete for scarce jobs. When the tables are reversed and it’s not the jobs that are scarce, why don’t we force employers to be more competitive by making the jobs better?”

Skuterud said there is little incentive for innovation when one can access low-wage TFWs. 

“One issue in construction is there isn’t a lot of oversight and if labour standards aren’t being met TFWs are ideal. Ultimately they want permanent residency and they recognize that to stay on that pathway they shouldn’t ruffle feathers.”  

Overall, Skuterud believes that the economic forces of the shortage will boost wages and conditions for workers. 

“I am not worried,” he said. “If you can’t survive, you should free up some of your current employees that are not at a profitable company and relocate them to other businesses where they are more productive. That’s a good thing and it’s how competitive economies should work.” 

Measuring the crunch

Are the labour problems we face today unique to modern times? Answering that is nearly impossible. Skuterud explained that the way we measure labour tightness is fairly new. Supply side measurements are pretty consistent and go back to the 1970s. But measuring demand was only updated recently. 

Modern, comparable demand-side data only goes back to 2015, meaning there are few lessons to be found in the past.  

“Until the early 1990s we used to measure labour demand in the ‘Help Wanted’ section,” said Skuterud. “Statistics Canada would literally get newspapers and use big rulers to measure the column inches of job ads. For many years, that was the help wanted index. It’s not at all comparable.”

Do you have a comment on this story or is there a topic you want us to dig into? Don’t be shy. Contact our team at hello@readsitenews.com. 

The province is inviting Manitobans to give their feedback on how the immigration system could be improved. 

“Our government recognizes the staffing challenges facing employers, so finding the best ways to tap into the skills and experience that many newcomers have to offer to address the current labour shortage has the potential to lead to a stronger workforce for all Manitobans,” said Jon Reyes, minister of advanced education. “As we continue to develop a full continuum of immigration programs and services, we value the ideas, advice and experiences of others in shaping immigration policies that produce the greatest benefit for all concerned. I encourage all Manitobans to share their ideas via this public engagement survey to help inform this important aspect of public policy.”

The Manitoba Immigration Advisory Council (MIAC), co-chaired by Reyes and minister of foreign affairs Lloyd Axworthy, includes 20 members with expertise related to immigration services, governance, economic development, project management and community integration. It represents front-line immigration service providers, ethnocultural community leaders and organizations, and members of Manitoba’s business, industry and academic communities. It also has urban, regional and francophone representation.

During the past several months, the council held town halls across the province, listening to Manitobans offer thoughts on:

• Improving immigration programs and policies.
• Improving the responsiveness of programs to address labour market shortages and needs.
• Ensuring programs and services support newcomers to the province to strengthen the economy for all.

Officials stated that the public engagement survey provides another opportunity to share insights and hear from the public.

To participate in the engagement process, visit https://engagemb.ca/immigration-advisory-council-immigration-programs-in-mb. The deadline for feedback is Sept. 30.

Key Takeaways:

• The province is contributing $575,000 to train Squamish Nation youth in North Vancouver.
• Participants will get 23 weeks of training.
• Those who complete the training will be able to identify, troubleshoot and perform maintenance and repairs on drywall, plumbing, roofing and carpentry, as well as other jobs.

Digging In:

B.C. is looking to help train Indigenous youth careers in building maintenance with a new program.

As many as 24 eligible people will receive employment skills to help them prepare for jobs as certified building maintenance workers in the Lower Mainland’s skilled trades sector.

The new provincial Community and Employer Partnerships (CEP) project focuses on training for Indigenous youth.

“This project creates employment opportunities for Squamish Nation youth and is an example of how government works with communities to deliver in-demand training for Indigenous people,” said Nicholas Simons, minister of social development and poverty reduction. “Participants who complete this program will also obtain building maintenance worker certification, opening doors to promising careers.”

B.C. will contribute $575,000 to the Squamish Nation to deliver skills and certification courses in two intakes of its Indigenous building maintenance worker training program in North Vancouver.

Program participants will get 23 weeks of training, including: five weeks of essential and employability skills training, 12 weeks of occupational skills training, four weeks of on-the-job experience with local employers and two weeks of followup support to assist in their job search.

Participants will also receive certification courses in personal protective equipment, Occupational First Aid, Workplace Hazardous Materials Information Systems (WHMIS), confined spaces, ladder safety, fall protection, transportation endorsement, and excavation and shoring safety. In addition, the program includes a cultural component based on Squamish Nation traditions.

“Thanks to this funding, more Sk_wx_wu´7mesh youth can enrol in our building maintenance worker program and get the necessary certification and training to launch their career in the trades sector,” said Squamish Nation spokesperson Wilson Williams (Sxwíxwtn). “These high-paying, in-demand jobs set program graduates on a path towards a bright and successful future.”

Upon completion of their training, work experience, and the Level 1 building maintenance worker exam, participants will be qualified to maintain and repair residential buildings. The province stated that they will be able to identify, troubleshoot and perform maintenance and repairs on drywall, plumbing, roofing and carpentry, as well as other jobs.

“The Squamish Nation’s project will provide Indigenous students with the skills and experience they need to secure well-paying jobs in building maintenance,” said Andrew Mercier, parliamentary secretary for skills training. “I wish the participants all the best and look forward to working with other First Nations to provide more opportunities for Indigenous students in the skilled trades here in B.C.”

Full-time, group-based classroom learning for the second intake of this project started Aug. 15, 2022. Project activities run until Feb. 17, 2023. Officials encouraged anyone interested in finding out more about this or other CEP projects can contact their local WorkBC centre.

Key Takeaways:

• Alberta is reporting a 35 per cent decline in apprenticeship enrolment over the past five years.
• A sharp decline occurred during the height of the pandemic when in-class learning was suspended.
• Officials are implementing a variety of measures, including updating 30-year-old apprenticeship legislation, to reverse the trend.

The Whole Story:

The latest data from the government of Alberta shows alarming numbers for apprenticeships in the prairies. 

Alberta reported a 35 per cent drop in apprenticeship enrolment over the past five years in its latest advanced education report.

The total domestic enrolment headcount generally showed a flat trend between 2016-2017 and 2020-21, with minor fluctuations from year to year. In 2020-2021 school year, enrolment among apprenticeship learners rose by 30 per cent from 2019-2020, which contributed to the increase in total domestic enrolment between 2019-2020 and 2020-2021. 

COVID-19 takes its toll

The province’s annual report stated that there was a sharp decline in enrolment among apprenticeship learners in the 2019-2020 year due to the COVID-19 pandemic. 

Officials explained that two rounds of intake for apprentice in-class learning were suspended for all relevant post-secondary institutions. Although intake resumed the following year and apprenticeship enrolment increased in 2020-21, there has been a total drop of 35 per cent in apprenticeship enrolment over the past five years.

Despite this, graduates are working. the province reported that 92 per cent of recent apprenticeship graduates were currently employed. This is two percentage points higher than 2020 and is above what was observed in 2016 and 2018.

Officials hope to gain even more insight. For the first time, the most recent interaction of the 2022 apprenticeship graduation survey included first-period apprentices as well as apprentices who graduated  in 2020 and 2021. 

“Surveying first-period apprentices provides a better understanding of pathways into apprenticeship education and valuable insight on access and progression challenges they face,” stated the report. “This knowledge will help the ministry understand and improve first-period attrition rates.”

Turning the tide

There’s a variety of other measures underway that the province hopes could boost numbers. Red Deer College and Grand Prairie Regional College were granted polytechnic status last year giving students in these regions more choice in apprenticeship, degree and certificate programs.

The province is also poised to implement the Skilled Trades and Apprenticeship Education Act sometime this year. The province called the legislation “the largest update of trades and apprenticeship legislation in 30 years”.   

New legislation on the horizon

Some notable changes include separating apprenticeship education and regulation of skilled trades professionals. Apprenticeship education programs can also be formed without the need for a trade designation, and vice versa, and trades can be designated without requiring an apprenticeship education program.

Once in effect, apprentices won’t need a sponsor to register in an apprenticeship education program. And a registered apprentice that meets entrance requirements can register for classroom instruction. Those lacking a sponsor can’t perform restricted activities within a designated trade tied to that education program or receive the onsite instruction by an apprenticeship education program.

The act also created the Alberta Board of Skilled Trades and outlines the power and functions of the board, including its ability to make orders and establish committees for designated trades. The appointed 15-member board advises the Alberta minister for advanced education on the direction of the province’s designated trades certification system.

The BM Group of Companies has acquired Sanderson Concrete Inc., the latest addition to its portfolio of construction, project management, material supply and land development companies.

BM group stated its roots are “cemented in concrete” as it has 40 years of experience in the industry with supply, restoration and materials testing. While BM Group already has an established concrete supply and precast manufacturing operation,  Sanderson will allow it to expand its product offerings in the precast industry.

“Sanderson has been producing quality products for nearly a century,” said Milan Mann, President of Real Estate Development and Construction at the BM Group. “They are simply the best at what they do in architectural precast. We wanted to acquire the best in class, and I think we’ve done that here.”

BM Group explained that acquiring Sanderson was a natural step for expansion as both companies shared similar clientele and would have been considered competitors in a small industry. 

“Clients and industry partners can rest assured knowing that the BM Group and Sanderson will continue to deliver the same quality work they’re known for, but now they’ll be able to do more of it with greater efficiency, and grow together within the industry,” said BM Group in a press release.

Jan Arntorp, owner of Sanderson Concrete, said BM Group was the obvious choice for the acquisition. 

“It was clear that the BM Group cared about the security of Sanderon’s people – our employees and customers—as well as the future of the company,” said Arntorp. “I am thrilled to be handing the reins to a capable group with such a strong vision, a company that will carry Sanderson Concrete’s legacy to new heights.”

After acquiring Sanderson, the BM Group now represents a network of over 16 active businesses.

Key Takeaways:

• Dawn Farrell, previously TransAlta’s CEO, will take over as president and CEO of Trans Mountain.
• Farrell joins the corporation as the Trans Mountain Expansion Project passes 60 per cent completion.
• Officials say interim president Rob Van Walleghem will remain part of the corporation’s senior leadership team.

The Whole Story:

The Trans Mountain Corporation’s board of directors announced that Dawn Farrell has taken over as president and CEO. Farrell will also serve as a member of the board. 

Farrell has spent more than 35 years in the energy business.

“I am excited to be joining the team at Trans Mountain as it continues its work of completing one of Canada’s most important infrastructure projects,” said Farrell. “The Trans Mountain Expansion Project has been in planning and construction for the past 12 years and, as it passes the 60 per cent completion mark, I look forward to leading the organization to this project’s end while steering the next phase of the Ccmpany’s future.”

She has held various senior level positions, including most recently president and CEO of TransAlta Corporation where she led the company’s transition away from coal-fired electrical generation. Trans Mountain officials stated that the effort was one of the most significant carbon emissions reduction achievements in Canada’s effort to address climate change.

Trans Mountain officials noted that Farrell’s experience as a high level executive at a large public company will bring deep expertise and significant international business presence to Trans Mountain. Farrell spent three years as TransAlta CEO which included executing complex projects, working with Indigenous communities and completing company-wide cultural transformation.

Trans Mountain officials added that these are all important areas of expertise that will provide benefit. Farrell also has extensive experience with capital markets, mergers and acquisitions, and has led the negotiation and evaluation of a critical, intricate transaction with government.

“We are pleased that Dawn has chosen to join the strong team at Trans Mountain,” said William Downe, chairman of Trans Mountain’s board. “A community builder with a steadfast commitment to strengthening Canada, Dawn has proven to be a dynamic and thoughtful leader, successfully leading organizations through change and revitalization. We are confident that her broad-based knowledge, experience, and her background with governments and Indigenous communities will be a tremendous asset to Trans Mountain as it completes the expansion project and navigates the next stages of the Company’s future.”

Downe thanked interim president Rob Van Walleghem for his leadership of the company during this period of transition and added that he will continue in a senior executive leadership role at the company.

Farrell is currently the chair of the board for The Chemours Company and Portland General Electric. She has held past board positions including the Business Council of Canada, Alberta Business Council, Calgary Stampede, Conference Board of Canada, Mount Royal College/University Board of Governors and Foundation Board of Directors, Fording Coal Income Fund, New Relationship Trust, and Vision Quest Windelectric. Farrell has contributed to electricity and environmental policy development in Alberta, B.C. and federally.

Farrell is currently the chancellor for Mount Royal University and a member of the Trilateral Commission, a non-governmental, policy-oriented international forum, as well as community champion for Momentum.

Key Takeaways:

• Alberta is a launching a new campaign to attract workers from the coasts.
• The campaign will highlight wages, housing affordability and low taxes.
• The messaging will target workers digitally, on the radio and in high traffic areas in Vancouver and Toronto.

The Whole Story:

The province is launching its Alberta is Calling campaign in Toronto and Vancouver. Officials stated that the campaign will focus on highlighting the Alberta’s advantages, including high wages, low taxes, affordable homes, short commutes, growing industries and access to mountain recreational activities. 

“In Edmonton, you can own four homes for the same price as one in Vancouver,” boasts the campaign’s website. 

The province also highlighted its $1,251 average weekly earnings are the highest in the country. The second highest is Ontario at $1,197 per week. In third is Alberta’s close neighbour, B.C. at $1,159 per week.

According to Statistics Canada’s 2020 Canadian Income Survey, released this March, Alberta families earned a median after-tax income of $104,000 in 2020, which is more than $7,000 higher than Ontario and nearly $10,000 higher than B.C.

Officials noted that over the past three years, Alberta has seen growth in sectors including film and television, technology, agriculture, renewable energy, aviation and logistics. They believe this diversification means that job seekers have more opportunity to expand their skillsets and succeed in their chosen field.

The $2.6-million dollar campaign will target workers on social media and other digital spaces, on radio, and in high traffic locations across Vancouver and Toronto. It will roll out in two phases with additional high impact tactics in both markets.Recent data shows businesses are feeling the labour crunch. The Business Council of Alberta’s latest survey of employers showed that 78 per cent of respondents are having trouble meeting demand due to labour shortages. The Conference Board of Canada estimates there will be a shortage of one million workers in the trades and related occupations within twenty years.