A Maytree Idea
Global Talent for
SMEs
Practical Ideas to Connect
Small and Medium Business
with the Skilled Immigrant
Workforce
October 2011
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
Funded in part by:
FONDATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
ALLIES (Assisting Local Leaders with Immigrant Employment Strategies) supports local
efforts in Canadian cities to successfully adapt and implement programs that further the
suitable employment of skilled immigrants. Through a series of multi-stakeholder initiatives,
ALLIES and local partners contribute to building a stronger Canada by using the talents,
connections and experience of skilled immigrants who have made Canada their new home.
The project is jointly funded by Maytree and The J.W. McConnell Family Foundation.
www.alliescanada.ca/sme
Global Talent for SMEs is funded in part by Citizenship and Immigration Canada.
Global Talent for SMEs
1.
Table of Contents
1. Executive Summary ........................................................................................................ 3
2. Introduction ..................................................................................................................... 6
3. Project Objectives ........................................................................................................... 7
4. Methods........................................................................................................................... 8
5. Findings......................................................................................................................... 10
The Numbers Behind SME and Immigrant Employment ................................ 10
Programs and Policies for SMEs ...................................................................... 14
Themes and Issues for Consideration ............................................................... 17
Examples of Programs that Work .................................................................... 22
6. Promising Practices, Program and Policy Ideas ........................................................... 25
7. Conclusion and Next Steps ........................................................................................... 30
Appendix 1: Provinces and Cities for Program and Policy Scan
Appendix 2: Key Informant Interviews
Appendix 3: Interview Guide
Appendix 4: Fact Sheets
Global Talent for SMEs
2.
1. Executive Summary
More than 250,000 immigrants arrive each year to make Canada their home. A large
proportion of these immigrants are highly educated and skilled, yet they often do not find
work commensurate with their education and experience.
As employers, businesses make decisions that strongly impact an immigrant’s ability to
integrate. However, small and medium sized enterprises (SMEs) may be unfamiliar with
the business case for immigration, and may not be engaged in long-term human resource
planning. In addition, tools and human resources workshops aimed at employers are
disproportionately used by large organizations.
This report is the result of the first stages of a research project exploring existing policies,
programs and initiatives that engage or otherwise influence the human resource practices
of SMEs. The overall goal is to develop new, innovative ideas, and to promote promising
programs that encourage SMEs to hire skilled immigrants.
Drawing on an examination of programs, policies and organizational efforts aimed at
SMEs in ten provinces and 20 cities, and more than 50 interviews with key informants,
this paper proposes eight practical ideas for cities, governments and service providers.
The potential impact is tremendous, and threefold – skilled immigrants will benefit from
being employed in roles commensurate with their education and experience; SMEs will
benefit from the skills, experience, and diverse ways of thinking that skilled immigrants
bring to their organization; and Canada will benefit from the fuller integration of skilled
immigrants into Canadian society.
Eight Ideas to Connect SMEs with Skilled Immigrant Talent
HI RI NG PROGRAMS
1. Activity-Focused Internships
This proposal is modeled on a national internship program that matches SMEs with postsecondary student interns, who work to develop the e-commerce capacity of the SME.
Activity-focused internships for mid-level professional skilled immigrants can similarly
be structured to clearly demonstrate the value added by the skilled immigrant intern, by
focusing on a core business area (for example, e-commerce, export activities, financial
management, etc.).
2. One-Stop Shop for Recruiting and Hiring Support Services
This program is designed to meet the needs of SMEs that are ready to hire. An SME that
has a job opening contacts the service and is assigned an account manager who will
handle the employer’s (the “client’s”) request until filled. The account manager will
coordinate the community agencies and/or other programs involved in finding an
Global Talent for SMEs
3.
individual to fill the position. This program gives employers a single point of access to a
wealth of programs and services, and will provide screened, qualified candidates.
3. Online Database of Screened Candidates
Modelled on the SkillsInternational.ca website in Ontario and other similar industryspecific initiatives, this program will provide SMEs with on-demand access, at any time
and from any location, to qualified candidates. An employer can use this online database
to search for pre-screened candidates. The database is focused on candidates suitable for
occupations in a specific industry or sector. The candidates are pre-screened by
community agencies, an industry association, or a professional association.
4. Wage and Orientation Subsidy
Modeled on the immigrant-specific wage subsidy programs in Quebec, a national or
provincial wage subsidy for skilled immigrants will encourage SMEs that are reluctant to
hire outside of their personal networks, and that lack the capacity to provide orientation
and training to workers, to take a risk on a new hire. While the details of the wage
subsidy still need to be explored, at minimum it should be designed to provide
immigrants (who arrived in Canada within the past five years and are permanent residents
or Canadian citizens) with their first work experience in their field in Canada.
A WA R E N E S S A N D E D U C A T I O N P R O G R A M S
5. HR Resources Online
Modelled on a website managed by the government of Newfoundland and Labrador, this
program will provide general human resources information, on-demand and from any
location, for SMEs. This website will have customizeable tools on a wide range of HR
topics (for example, finding and hiring workers, compensation and benefits, employment
standards, etc.). The tools will address general HR needs, and will also include
information about good practices for hiring immigrants (for example, information and
advice on understanding international credentials).
6. Financial Institutions Provide Information/Education to Business Clients
This program aims to use the relationships that financial institutions have with their small
business clients, and to provide hiring information to SMEs at the time when they are
most likely to be growing their business. The financial institution will provide
information and advice on HR strategies for growing small businesses. This will include
information and advice on hiring, integrating and retaining skilled immigrants, and
referrals to more specialized resources and programs (e.g. hireimmigrants.ca, internships,
settlement agencies, immigrant employment council programs). This will be part of a
suite of information and advising services that financial institutions already offer to their
small business clients.
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4.
C O M M U N I C A T I O N S A N D M A R K E TI N G P R O G R A M S
To be successful, each of the above programs must be supported with strong
communications and marketing.
7. Corporate Calls (One-on-One)
This strategy is based on a promising practice identified by many organizations working
with SMEs. An “employer consultant” visits SMEs. The employer consultant can explain
the business rationale for why the employer should be looking to underemployed groups
(including skilled immigrants), as well as assess the employer’s needs and recommend
programs and services if appropriate. The one-on-one, in-person visits allow the
employer consultant to establish a personal relationship with the SME’s owner or senior
decision-maker.
8. Business and Industry Associations
Business and industry associations have established relationships and communication
channels with their SME members, and may be considered credible sources of business
information. Organizations that manage programs for SMEs can work with business and
industry associations to promote programs. For example, organizations can present at or
partner on events organized by associations; contribute/partner on content for association
publications; or disseminate information/advertise at events or in publications.
What’s Next? Talking with SMEs
These proposed ideas will form the basis of consultations with SMEs in five Canadian
cities. Through these consultations, ALLIES, in partnership with local immigrant
employment councils, will further refine the ideas, explore how they can be adapted to
local contexts and identify the most promising for implementation in 2012.
Key Findings of this Report








A tailored strategy for SMEs is needed because SMEs are concentrated in
different sectors than their larger counterparts.
Recent immigrants are a large part of the workforce, and, overall they have the
skills, education and experience to contribute to Canada’s economy.
Current programming does not focus on assisting SMEs to hire new workers.
SMEs are motivated by immediate need and financial incentive. They want to
mitigate the risk of hiring decisions, particularly when hiring outside of their
personal networks.
Because SMEs tend not to have formalized structures in place, they can easily and
quickly adopt new practices.
To be effective, programs for SMEs must be simple, straightforward, and
available on demand.
Hiring programs for SMEs should be targeted by sector or industry, or for
growing businesses.
SME programs need strong communications and marketing support to be
successful.
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5.
2. Introduction
More than 250,000 immigrants arrive each year to make Canada their home. A large
proportion of these immigrants are highly educated and skilled, yet they often do not find
work commensurate with their education and experience. They are more likely than the
Canadian born to be unemployed or underemployed, and were hit hard by the recent
recession in 2009. While governments have an important role to play in overcoming these
challenges, it is also imperative that businesses are engaged in immigrant integration. As
employers, businesses make decisions that strongly impact an immigrant’s ability to
integrate.
Many large businesses recognize this imperative and have developed innovative ways to
hire immigrants, provide training opportunities and promote the careers of their diverse
staff. These companies often have large HR departments and have the capacity to
participate in mentoring, internships and other initiatives that are designed to benefit both
newcomers and business. Large companies have also found virtual tools, such as
hireimmigrants.ca, to be effective in hiring skilled immigrants.
Immigration is also important to small and medium-sized enterprises (SMEs) because
they are the backbone of the Canadian economy. In some ways it may be more important
to SMEs, because they will be competing with large companies for an ever shrinking
population of talent. According to Industry Canada, 98% of businesses in Canada have
fewer than 100 employees, and each year approximately 139,000 new small businesses
are created1. Similarly, in the non-profit sector, 97% of organizations have fewer than
100 workers2.
SMEs employ 64% of private sector workers – that is 6.7 million jobs in the private
sector alone.
Collectively, SMEs represent 54% of the Canada’s gross domestic product (GDP)3. In
addition, SMEs outperformed large businesses during the 2009 economic downturn – the
number of SMEs increased, and SMEs employment levels remained steady4.
However, according to a 2006 Canadian Federation of Independent Business study,
despite SMEs need for workers, 78% of owners reported not hiring any immigrants in the
previous four years. Small and medium sized organizations are often not often engaged in
long-term human resource planning and may not be familiar with the business case for
1
Industry Canada (2008). Key Small Business Statistics - July 2008. Retrieved from
http://www.ic.gc.ca/eic/site/sbrp-rppe.nsf/eng/rd02298.html
2
HR Council for the Nonprofit Sector. Labour Force Statistics. Retrieved from
http://hrcouncil.ca/labour/statistics.cfm.
3
Statistics Canada. (2011) Small, Medium-sized and Large Businesses in the Canadian Economy:
Measuring Their Contribution to Gross Domestic Product in 2005. Retrieved from
http://www.statcan.gc.ca/pub/11f0027m/11f0027m2011069-eng.htm
4
CIBC. (2009). Small Business Report: Bruised but not Battered. Retrieved from
http://www.cibc.com/ca/pdf/sb-20091005-en.pdf.
Global Talent for SMEs
6.
immigration. In addition, tools and human resources workshops aimed at employers are
disproportionately used by large organizations.
ALLIES (Assisting Local Leaders with Immigrant Employment Strategies) recognizes
the tremendous role that SMEs can play as potential employers of skilled immigrants, as
well as the many ways that SMEs can benefit from the skills, experience and innovation
that skilled immigrants can bring to their organizations. ALLIES has undertaken this
research to better understand the programs and policies that encourage SMEs to hire
skilled immigrants.
ALLIES supports local efforts in Canadian cities to successfully adapt and implement
programs that further the suitable employment of skilled immigrants. Through a series of
multi-stakeholder initiatives, ALLIES and local partners contribute to building a stronger
Canada by using the talents, connections and experience of skilled immigrants who have
made Canada their new home. The project is jointly funded by Maytree and The J.W.
McConnell Family Foundation.
3. Project Objectives
This report is the result of the first stage of a 12-month research project exploring
existing policies, programs and initiatives that engage or otherwise influence the human
resource practices of SMEs. The overall goal is to develop new, innovative ideas, and to
promote promising programs that encourage SMEs to hire skilled immigrants.
Specifically, the project objectives are to:
1. Gain a critical understanding of the SME sector and its current and potential
role as an employer of skilled immigrants;
2. Understand the characteristics of successful programs and policies that target
SMEs and attempt to influence their HR practices; and
3. Identify policies, strategies, incentives and supports that can build the capacity
of SMEs to hire, integrate and retain skilled immigrants.
The outcome of this work is a suite of promising practices, and program and policy ideas
that will form the basis of a consultation with employers and local stakeholders in Fall
2011. The consultations are intended to further refine these ideas so that they can be
adapted at the local level.
Global Talent for SMEs
7.
4. Methods
At the outset, the research team scanned the available popular, academic and government
literature on SME employment. With that background, this research consisted of:
 An examination of publicly available data on SMEs and recent immigrants in
five cities;
 A review of programs and policies funded, administered or delivered by federal
and provincial governments, as well as a few programs delivered by non-profit
organizations and business associations; and,
 Interviews with government officials, non-profit leaders, business associations
and other stakeholders.
The examination of data drew from publicly available data from Statistics Canada and
Citizenship and Immigration Canada. It focused on the national level, and five cities
(Vancouver, Calgary, Toronto, Montreal, Halifax). These five cities were chosen because
of the high numbers of annual immigrant arrivals every year, and the presence of
ALLIES immigrant employment councils with an interest in implementing the ideas
generated from this work. For the purposes of this project, recent immigrants were
defined as those immigrants in Canada for 10 years or fewer and five years or fewer (i.e.
those who arrived from 1996-2001 and 2001-2006). Occupational intention data focused
on immigrants arriving in Canada from 2004-2008.The reliance on publicly available
data means it was necessary to use different data sets, which limited the ability to
compare some findings.
The program and policy scan focused on programs and policies that explicitly target
SMEs or entrepreneurs or have a program stream for SMEs. Initially, the scan included
programs and policies that focus on hiring, recruiting and training workers from various
demographic groups (for example, internationally-trained professionals, recent graduates,
youth, people injured at work, people with disabilities etc.). As the scan progressed, it
grew to include programs that focus on starting a business, growing a business, and to
include other programs identified by key informants.
The scan focused primarily on programs funded, administered or delivered by federal and
provincial governments, identified on the canadabusiness.ca website. Community
organizations and business associations were also identified through an internet scan,
focusing primarily on community organizations at the national, provincial and local
levels (see Appendix 1 for a list of provinces and cities).
Global Talent for SMEs
8.
The scan includes 149 entries and sought descriptive information about the programs that
was available on program and organization websites. Where available, the scan recorded
information on:
 Program name
 Duration of program
 Organization name
 Cost to participate
 Organization type
 Language of program
 Partners
 Eligibility requirements
 Funding source
 Program description
 Program founded/ended dates
 Website address
 Objectives of program/target
 Contact information
group
The research team contacted key informants in six areas:
1.
2.
3.
4.
5.
6.
Government – federal, provincial and municipal
Business associations and industry associations
Immigrant employment councils
Community organizations
Post-secondary institutions
Policy analysis organizations and think-tanks
The research team conducted 59 interviews with stakeholders. (See Appendix 2 for a list
of interviewees.)
In the government category, requests for interviews were made to the federal and
provincial ministries responsible for small business development/economic development,
and immigration. Representatives from the federal government, and each province were
interviewed.
At the municipal level, departments responsible for small business development,
entrepreneurship or economic development were invited to an interview. This comprised
representatives from economic development departments, and city agencies delivering
programs and services to small businesses.
The research team identified community organizations through referrals from provincial
or regional umbrella organizations. Representatives from community agencies included
executive directors, program directors and managers, and program delivery staff.
Similarly, post-secondary institutions were approached initially through umbrella
organizations and individual institutions were invited based on findings from those
interviews. At post-secondary institutions, interviewees were directors and staff focused
on career services and co-op programs.
The qualitative, semi-structured interviews were conducted by phone and in-person. Most
interviews were individual; in some cases, group interviews consisted of 2-3 participants.
(See Appendix 3 for interview guides.)
Global Talent for SMEs
9.
One of the objectives of the interviews was to find more detailed information about
existing programs and policies, their outcomes and why they are successful or
unsuccessful. While most interview participants were open to discussing the operational
details about programs and policies, generally they did not have information about results
or outcomes readily available, or were unable to share them. In most cases, the evaluation
of the success of many programs and strategies is therefore limited to the opinions of the
interviewees. The research team will continue to seek program evaluation information in
the remaining stages of this project.
In addition, interview participants were often reluctant to discuss unsuccessful programs.
However, participants seemed more open to sharing general advice about approaches,
without referring to specific programs or experiences.
5. Findings
The Numbers Behind SME an d Immigrant Employment
SMALL AND MEDIUM -SI ZED ENTERPRI SES AR E MAJOR
EMPLOYERS
The vast majority – 98% - of all businesses in Canada are SMEs, which reinforces the
need to engage this group on employment strategies. In four of the five cities –
Vancouver, Calgary, Montreal and Halifax – this number rises to 99%. The fifth city,
Toronto, matches the national rate of 98%. See Table 1 for further details on provincial
employment in SMEs.
Table 1: Workers Employed by SMEs
Percentage (%) of Workers
Employed by SMEs
Number of Workers
Employed by SMEs
British
Columbia
Alberta
92%
1.7 million
89%
1.5 million
Ontario
85%
86% (Toronto)
4.8 million
2.1 million (Toronto)
Quebec
84%
2.8 million
Nova Scotia
92%
363,000
Global Talent for SMEs
10.
SMEs are strikingly similar across these cities – in all of the cities, four of the top five
sectors for SMEs include:




Professional, Scientific and Technical Services
Retail Trade or Wholesale Trade
Construction
Health Care and Social Assistance
Sector-specific strategies then, might be transferable between cities, unlike those that
target large enterprises, as these vary much more by sector. The top sectors for large
businesses include:
 Finance and Insurance
 Manufacturing
 Public Administration
 Educational Services
 Management of Companies and Enterprises
 Administrative and Support, Waste Management and Remediation Services
 Mining, Quarrying, and Oil and Gas Extraction
Perhaps surprisingly, within a city, SMEs and large businesses are concentrated in
different sectors, suggesting that a city might need different strategies for different sized
businesses. See Tables 2-5 for further details.
Table 2: Vancouver – Top 5 Sectors by Number of Businesses (NAICS -2)
SMEs
Large Businesses
Professional, Scientific and Technical
Services
Health Care
Construction
Public Administration
Retail Trade
Educational Services
Health Care and Social Assistance
Administrative and Support, Waste
Management and Remediation Services
Wholesale Trade
Finance and Insurance
Global Talent for SMEs
11.
Table 3: Calgary – Top 5 Sectors, by Number of Businesses (NAICS -2)
SMEs
Large Businesses
Professional, Scientific and Technical
Services
Management of Companies and Enterprises
Construction
Mining, Quarrying, and Oil and Gas
Extraction
Retail Trade
Manufacturing
Health Care and Social Assistance
Finance and Insurance
Accommodation and Food Services
Professional, Scientific and Technical
Services
Table 4: Toronto - Top 5 Sectors, by Number of Businesses (NAICS -2)
SMEs
Large Businesses
Professional, Scientific and Technical
Services
Finance and Insurance
Retail Trade
Manufacturing
Construction
Administrative and Support, Waste
Management and Remediation Services
Health Care and Social Assistance
Health Care and Social Assistance
Wholesale Trade
Management of Companies and Enterprises
Table 5: Montreal - Top 5 Sectors, by Number of Businesses (NAICS -2)
SMEs
Large Businesses
Retail Trade
Health Care and Social Assistance
Professional, Scientific and Technical
Services
Manufacturing
Construction
Educational Services
Wholesale Trade
Professional, Scientific and Technical
Services
Health Care and Social Assistance
Public Administration
Table 6: Halifax - Top 5 Sectors, by Number of Businesses (NAICS -2)
SMEs
Large Businesses
Construction
Public Administration
Retail Trade
Health Care and Social Assistance
Health Care and Social Assistance
Manufacturing
Professional, Scientific and Technical
Services
Finance and Insurance
Accommodation and Food Services
Management of Companies and Enterprises
/ Educational Services
Global Talent for SMEs
12.
R E C E N T I M M I G R A N T S M A K E U P A S I G N I FI C A N T P R O P O R TI O N
O F T H E WO R K F O R C E
Recent immigrants (who have been in Canada for 10 years or fewer) make up a
significant part of the workforce in these five cities. In Calgary, nearly 1 in 10 people
aged 15-64 are recent immigrants. In Toronto, almost 1 in 5 people of working age are
recent immigrants.
In all five cities, about 80% of the recent immigrant population is aged 15-64.
Montreal’s immigrant population is young relative to that in the other cities – 55% are
aged 25-44, compared to about 45% in the other cities. The young age of recent
immigrants means that this group has the potential to contribute to the Canadian economy
for many decades to come. By investing in their suitable employment now, Canada can
maximize their contribution.
RECENT IMMIGRANTS ARE HIGHLY EDUCATED AN D SKILLED
Recent immigrants are well-educated. In all five cities, about 30% of recent immigrants
have a Bachelor’s degree, and 15% have a Master’s or PhD degree. In Halifax, about 3%
have a degree in medicine, dentistry, veterinary or optometry – more than double the
percentage in the other four cities.
Recent immigrants in all five cities have knowledge of one or both official languages. In
Vancouver, 86-97% have knowledge of English, or English and French. In Montreal,
95% of recent immigrants have knowledge of English, French, or English and French.
Calgary and Toronto received the highest percentage of professionals5 - about 55% of
newcomers who arrived from 2004-2008, compared to 45-50% in the other cities.
In Halifax, more than half of the top 10 intended occupations of newcomer are
managerial occupations. Overall, 33% of newcomers to Halifax identified a managerial
occupation, compared to 24% in Vancouver, and about 10% in Calgary, Toronto and
Montreal.
Overall, the recent immigrant population has the skills, education and experience to
contribute to Canada’s economy.
Please see Appendix 4 for detailed fact sheets and references.
5
Occupations are categorized using the National Occupation Classification (NOC).
Global Talent for SMEs
13.
Programs and Policies for SMEs
The programs identified for review by this project can be divided into 10 general
categories:
Table 6: Programs by Type
Type of Program
Number of Programs or
Organizations* (195)
Financing
48
Business counselling, advising, consulting (usually one- 39
to-one)
Resources, including tools, information & referral, and 33
aggregators (usually self-service)
Financial incentives (e.g. wage subsidies, tax
incentives)
21
Workshops and seminars (group information and
education)
17
Work contact (e.g. mentorship, internship)
16
Shared services (e.g. group benefit programs, facility
rentals)
9
Awards and competitions
8
Networking
7
Other
7
*Note: Programs may have multiple components and organizations may have multiple programs.
Financing programs were the greatest in number, followed by business counselling
programs, and programs to provide resources and information. This is consistent with
literature that identifies financing as the most important barrier to entrepreneurship.
Unfortunately for those interested in hiring, financing programs do not focus on human
resources.
Business counselling and resource and information programs, however, do provide
advice on human resources topics. For example, business counselling programs may be
able to answer questions on human resources topics or connect SMEs to an HR
professional for advice on topics that the SME identifies. Resource and information
programs might provide tools or articles on human resources topics generally (rather than
on the specific situations facing a SME).
These top three categories make up 61% of the programs reviewed. Only 19% of the
programs examined are financial incentive (wage subsidies and tax incentives) or work
contact programs – that is, programs that directly address human resources and hiring. To
Global Talent for SMEs
14.
illustrate this disparity, the number of financial incentive and work contact programs
combined is less than the number of business counselling programs alone. In other words,
assisting SMEs with hiring and human resources is not the emphasis of current
programming. As a result, fewer models of hiring-focused programs for SMEs exist.
Financing and financial incentive programs tend to be funded by the government, and
administered by government, community organizations or business associations.
Resources and workshop programs tend to be operated by government, community
organizations or business associations. Work contact and awards programs tend to be
operated by community organizations or business associations, while shared services and
networking programs tend to be provided by business associations.
Some regional differences emerged. Nova Scotia and Quebec had more financial
incentive and work contact programs than the other provinces – Nova Scotia had 8 of
these types of programs, while Quebec had 7. Quebec and Prince Edward Island were
the only provinces with tax incentives for hiring certain groups of workers. These
incentives are program models that can be applied to or adapted for skilled immigrants.
Table 7: Programs by Target Audience
Target of Program (Business)
Number of Programs or
Organizations* (198)
All SMEs
64
Start-up
41
Owner characteristics (e.g. youth, women, Aboriginal
people)
32
Sector
20
Growing businesses
16
Size
11
Geographic
7
Membership
5
Other
2
*Note programs may have multiple targets.
Interestingly, more than 30% of programs in the scan target all SMEs, while 37% target
start-ups or owner characteristics. Together, these three categories make up nearly 70%
of programs in the scan. In contrast, programs that focus on sector or growing businesses
– targets that some suggest may be more effective for hiring-focused programs – make up
only 18% of programs in the scan.
Some regional differences emerged here as well. Alberta and Saskatchewan had more
Aboriginal and Métis focused programs than other provinces, while Manitoba and
Ontario had more programs targeting businesses by geography. The Atlantic provinces
Global Talent for SMEs
15.
tended to have more programs focused on hiring post-secondary students and recent
graduates, and programs that aim to attract and retain workers.
The scan found only three programs that were explicitly focused on encouraging small
business to hire immigrants:
 Global Experience @ Work, Ontario Chamber of Commerce (workshops and
seminars, resources)
 PRIIME (Employment Integration Program for Immigrants and Visible
Minorities), Emploi-Québec and the Ministère de l’Immigration et des
Communautés culturelles and Investissement-Québec (financial incentive)
 IPOP (Employment Integration for IEPs in Regulated Professions) EmploiQuébec and the Ministère de l’Immigration et des Communautés culturelles and
Investissement-Québec (financial incentive)
While this scan identified few existing program models, this is due in part to the criteria
used to include programs. Many programs that are engaging SMEs exist that might not fit
the criteria for this scan. For example, local immigrant employment councils have
programs to engage employers of all sizes. In many cases, these programs are
successfully engaging SMEs, though they might not be targeted to SMEs specifically.
In the Connector Program in Halifax, for instance, established business professionals help
new immigrants by introducing them to three people in their networks. Those three
people are each encouraged to provide three more introductions. In this way, immigrants
can build and strengthen their professional networks. Interest from the business
community in this program is high, and while the program does not target SMEs
specifically, the majority of business professionals who participate are from SMEs. Since
2009, about 60 immigrants have secured employment through these connections and
referrals.
Similarly, mentorship programs for skilled immigrants are proving successful in a
number of cities across Canada. These programs match skilled immigrants with
established professionals in the same or related occupations. These mentorship programs
help mentors develop their leadership and coaching skills, and help mentees build
networks and increase their social capital. While mentorship programs have so far shown
success with large organizations, to date they have had less participation from SMEs.
Nevertheless, the concept of bringing established professionals in SMEs into contact with
skilled immigrants might be worth further consideration.
In Montreal, practice exchange tables are venues that businesses can use to share
information and tips about their promising human resource practices. These tables have
participants from SMEs with more than 20 employees, and that are at least 2-3 years old.
The significant role that SMEs can play as employers of skilled immigrants is gathering
more and more attention. Many immigrant employment councils are conducting research
and developing engagement strategies targeting local SMEs. These will provide valuable
additional insight into promising local practices and strategies.
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16.
Themes and Issues for Consideration
The key informant interviews gave valuable insight into many different aspects of this
project. Interviewees spoke to the behaviour of SMEs, their needs, and the characteristics
of programs that have been or could be successful. The semi-structured format gave
interviewees the opportunity to raise a range of issues.
I D E N T I F YI N G T H E P R O B L E M
Perhaps not surprisingly, the interviews suggest that the “problem” of immigrant
employment has different characteristics in different parts of Canada. In some of the
large, urban centres that have traditionally attracted immigrants, interviewees identified
the need to find the right methods to connect SMEs with skilled immigrants, and to
coordinate the vast array of services for immigrant and other job-seekers, and the many
programs that solicit employer participation. On the other hand, small and mid-sized
communities, especially those with less history of immigration, tended to focus more on
the need to build employer awareness about the skills and talents immigrants bring to the
Canadian workforce. Similarly, some of these regions are focused more on attracting
immigrants and interprovincial migrants.
Interview participants suggested different ways of approaching the issue – the problem
can be viewed as a deficit or challenge specific to the skilled immigrant, the employer, or
the labour market.
For example, if the challenge is rooted in the skilled immigrant, a successful program to
encourage SME’s to hire skilled immigrants would need to address the perceived deficits
in the skilled immigrant – lack of Canadian work experience, international credentials,
language skills, knowledge of the Canadian workplace etc.
However, if the problem lies with employers - for example, if SMEs lack awareness
about the skilled immigrant labour pool, or that SMEs do not see training and mentorship
as part of their role as employers, then a successful program would need a strong focus
on awareness and education. Or if SMEs lack the networks that would connect them to
skilled immigrant candidates, then a successful program would need to facilitate those
connections. Significantly, interview participants pointed out that it is very challenging to
market programs to SMEs if they have not already identified the need – that is, if SMEs
do not yet perceive that they could benefit from assistance to hire skilled immigrants.
If rooted in the labour market more generally, this would suggest that programs need to
target trends in specific sectors, occupations or economic activities, to try to maximize or
minimize the impact of those. This approach recognizes that employers that are subject to
quickly changing economic conditions may be unwilling or unable to commit to
programs. Further, program delivery agents must therefore anticipate economic and
labour market trends.
Global Talent for SMEs
17.
Some participants suggest that sufficient programs already exist to serve SME needs but
that they are unaware of them, and that the challenge is simply marketing these programs
effectively.
T A P P I N G I N T O A N S M E ’ S M O T I V A TI O N
Interview participants generally agreed that SMEs are motivated by immediate need, and
financial incentives and disincentives. Specific to hiring, participants agreed that SMEs
want to mitigate the risk of hiring decisions, particularly when they are hiring outside of
their personal networks.
First, participants indicated that SMEs are motivated to take action only when presented
with an immediate, pressing need. The threat of a future need is not enough to influence
behaviour in the present. In other words, SMEs are likely to participate in a program
only if it presents a solution to a pre-existing problem.
Second, participants believe that SMEs are motivated by financial factors. Again,
immediacy plays a role. As cash flow is often an issue for SMEs, some suggested that
financial incentive programs with a direct, up-front payout (such as wage or training
subsidies) are more effective than programs that require the SME to wait to see a return
(for example, tax credits).
Further, participants pointed out that program designers must consider the full cost of
participation to an SME. For example, the time required to complete applications and
documentation associated with some programs – or hire someone to do so – or the time
required to select, train and supervise an intern, were seen as significant barriers to
participation.
In terms of hiring, participants suggested that SMEs are risk-averse and reluctant to hire
outside of their personal networks. Fixed-term internships, co-ops and other work contact
programs were therefore effective because they allow SMEs to evaluate an intern or coop student in a low-risk setting with no long-term commitment to employment. Again,
with these types of work contact programs, interviewees suggested that SMEs were likely
to participate only if they had an existing demand or job opening.
Only post-secondary institutions and umbrella organizations indicated that SMEs are
motivated to participate in co-op and other work contact programs as a means to gaining
early access to emerging talent. In other words, employers in these co-op programs may
be planning to hire a student a few years in the future.
Global Talent for SMEs
18.
C H A L L E N G E S T O C O N S I D E R WH E N D E S I G NI N G A S T R A T E G Y
According to interviewees, SMEs lack time, resources, and awareness of the benefits of
hiring skilled immigrants. SMEs are also unaware of all the existing programs and
resources that could assist them with their business.
The lack of time is often cited as the reason for low attendance at in-person workshops
and seminars. This may be a factor in the increasing move to online delivery of training,
which allows SMEs to access training on-demand. Online resources and training were
also identified as promising for provinces and regions with significant rural or ex-urban
populations. However, it is important to note that some interviewees, particularly those in
smaller provinces and cities, suggested that in-person workshops are well-attended.
Similarly, interview participants identified lack of resources as a challenge for SMEs.
This includes both financial resources and human resources. In addition, many cited
managing cash flow as a major concern for SMEs. This may be important to consider
when designing programs that involve SMEs paying (for example, training fees or
wages) or receiving (subsidies, tax credits) funds.
Program designers may also face a challenge on the labour supply side – a few interview
participants identified that clients (job-seekers or students) are reluctant to seek jobs or
work placements in SMEs, and prefer to apply to large, well-known businesses. This may
be due to the status or job stability associated with large companies. While some
indicated that clients simply did not know about the opportunities available in SMEs,
others suggested that some clients need to be actively persuaded to consider applying to
SMEs.
Further, interviewees suggested that skilled immigrants may be reluctant to use the
programs designed to connect them with employers, due to stigma associated with going
to community or “charity” organizations.
U N I Q U E C H A R A C T E R I S TI C S O F S M E S T H A T S E R V E A S
O P P O R T U N I TI E S
On the other hand, interviewees agreed that SMEs hold a lot of potential. A few
emphasized the need to understand how many businesses are small, and how really small
most of those businesses are.
Some participants suggested that SMEs, and especially smaller businesses, tend to be
more nimble. Because they tend not to have formalized structures in place, they can
easily and quickly adopt new practices. Further, the owner or senior decision-maker
tends to influence most or all areas of the business, so change can move through the
organization quickly. Participants agreed that it is easier to gain access to the owner or
senior decision maker in an SME than in a large business.
Global Talent for SMEs
19.
CHARACTERI STI CS OF GOOD PROGRAM DESI GN
Interview participants clearly identified the need for programs to be simple and
straightforward. Since SMEs lack time, complicated programs, application procedures or
marketing materials discourage SMEs from participating. Further, interview participants
indicated that programs and services need to be available on-demand. Again, as SMEs
lack time and are often acting on immediate needs, programs should provide immediate
solutions. Interviewees suggested that programs designed to demonstrate returns quickly
– for example training subsidies where the funds are given at the time of registration, or
internships – are more effective than programs with deferred returns or less obvious
benefits -- such as tax credits or mentorships.
Most interview participants agreed that SMEs view “paperwork,” such as applications or
documentation required for some programs, as a major barrier to participation. Some
programs are trying to mitigate this barrier by simplifying application and documentation
procedures – for example, some subsidy programs have simplified their applications to
two pages, and may not require any additional documentation. However, these simplified
procedures may not completely solve this problem – one program director indicated that
SMEs complained that the two-page application form was too onerous.
When introducing new programs, some participants suggested starting slowly, and
building a few successes before trying to grow the program. This may be especially
important in smaller and mid-sized communities, where word-of-mouth is highly
influential and moves quickly.
I D E N T I F YI N G S M E S F O R P O LI C Y , P R O G R A M S A N D I NI T I A T I VE S
SMEs are a large and diverse community. While many of the programs included in the
scan do not further segment SMEs, interview participants suggested that it would be more
effective to target specific groups in the SME community. Generally, interviewees
agreed that targeting SMEs by sector or industry would be effective. Further, some
suggested that specific sectors should be targeted – for example, based on their growth,
impending labour shortage, focus on innovation, or focus on international markets.
Others suggested that the sectors be selected based on the intended occupations of newly
arrived immigrants.
A few interview participants suggested that targeting by enterprise size (specifically,
number of employees) is necessary. The suggestions varied – from more than 10
employees, 20-100, 70 or more, to companies with a few hundred employees. However,
it is important to note that some interviewees indicated that they had seen examples of
businesses with fewer than 10 employees actively engaged in programs, or in hiring
skilled immigrants, suggesting that innovative or new practices may be more easily
adopted in these types of very small businesses. Conversely, some interview participants
suggested that enterprise size was not a determining factor.
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20.
Some interviewees suggested targeting businesses in growth. This could be part of
targeting sectors in growth. On an individual level, one participant who works with
entrepreneurs suggested that businesses move into growth stage when they secure capital.
This suggests that financial institutions and other investors may be an avenue of
influence.
C O M M U N I C A T I N G A N D M A R K E TI N G P O LI C Y , P R O G R A M S A N D
I NI TI A TI VE S
As mentioned earlier, some participants identified communicating programs as the
primary challenge in reaching SMEs. In fact, some participants suggested that sufficient
programs already exist to serve SMEs; however, SMEs generally do not know about
them.
Interview participants agreed that marketing programs for SMEs should focus on the
business case for hiring skilled immigrants, though some participants also suggested that
some SMEs may be motivated by the social good that this practice may bring.
Some participants suggested that marketing messages should address “pain” – such as
current and impending labour shortages. Some went so far as to suggest that marketing
should incite some fear or panic about labour shortages, as SMEs tend to respond to
immediate needs. On the other hand, other suggested that program design and marketing
should focus on “pull” rather than “push” factors – that is, to focus on incentives and
benefits rather than on negative motivations.
Participants identified three major effective routes to reaching SMEs: business and
industry associations, word of mouth (from other employers), and in-person corporate
visits.
First, interview participants suggested that business associations and industry specific
associations are good ways to reach SMEs because they have established relationships
with their membership. Further, these associations are established as credible and
authoritative in business matters. However, this view was not consistently held – some
participants suggested that their local business associations have not been particularly cooperative with past efforts. One participant from a community agency suggested that the
local chamber of commerce viewed their organization as competition for the attention of
SMEs.
Second, interviewees indicated that SMEs like to hear from other employers. In smaller
provinces and cities especially, word of mouth is a powerful marketing tool – so much so
that in some cases, program delivery agents do limited or no formal marketing. Instead,
participants from these provinces and cities indicated that the local employers already
know about their office or organization. Further, if one employer benefited from a
program, this would motivate other employers to participate as well. Therefore, it is
important that employers’ first experiences with a program are positive – as they will tell
others about their experience.
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21.
Some suggested that SMEs prefer to hear from other businesses in the same industry – as
they identify most strongly with others in the same industry, and are also likely to have
similar needs. Others suggested that program delivery agents may gain credibility with
SMEs by also working with large, well-known businesses.
Similarly, some interview participants suggested that using success stories of other
employers who benefited from a program is effective.
Third, participants strongly agreed on the value of individual, in-person visits or
interactions with SMEs. Some participants described visitation programs in which a
business officer (or economic development officer, employer relationship manager etc.)
visits businesses to tell them about the programs available to them. In these situations, the
business officer represents a suite of programs; part of their work is to assess the SME’s
needs and determine which of the programs, if any, are appropriate.
While many use this method to build relationships with larger businesses as well,
participants indicated that it can be easier to develop a relationship with a SME – perhaps
because it is relatively easier to reach the owner or a senior decision-maker in SMEs than
in large businesses.
Some participants suggest that hiring programs benefit from developing relationships
with SMEs – because hiring is fundamentally a relationship-based activity, and because
SMEs need this relationship to mitigate the perceived risk of hiring outside of their
personal network.
Examples of Programs that Work
Interviewees indentified a number of programs and policies that are working with SMEs.
These are programs that have high numbers of SME participation. These programs,
therefore, can serve as models for future programs.
PROGRAMME D’AIDE À L’INTÉGRATION DES IMMIGRANTS ET
D E S M I N O R I T É S VI S I B L E S E N E M P L O I / E M P L O Y M E N T
I NTEGRATI ON PROGRAM FOR I MMI GRANTS AND VI SI BLE
M I N O R I TI E S (P R I I M E )
This wage subsidy program is administered by Quebec’s provincial employment agency
(Emploi-Québec), in collaboration with the Ministère de l’Immigration et des
Communautés culturelles., It is partially funded by Investissement-Québec, with revenues
generated by Quebec’s Immigrant Investor Program – that is, interest earned on
investments made by immigrants arriving in Quebec.
The program targets visible minorities and new immigrants with no North American
work experience in their occupation.
Global Talent for SMEs
22.
The program has four components:
 Wage subsidy – 50% of wage, up to minimum wage, for maximum of 30 weeks
 Coaching and Mentoring Subsidy – Up to $1,500 for coaching or mentoring of
new worker
 HR Management Tools – Up to $2,100 for creating specific activities or adapting
HR management tools
 Training Subsidy – Up to $3,600 for skills training for the worker (includes
language training)
The wage subsidy and the coaching and mentoring subsidy are the most used components
of the program.
Since 2005, nearly 6,000 workers have participated in the program. About 80% are still
employed 3 months after the end of the wage subsidy. The program was originally
designed for SMEs, and later expanded to include businesses of all sizes. Still, SMEs
remain the largest users of the program.
Table 8: Businesses that Participated in PRIIME, 2010 -2011
Enterprise Size
Percentage of Participating
Businesses
<5 employees
32%
6-10
14%
11-25
21%
26-49
13%
50-99
10%
100-249
6%
250+
10%
P R O J E T D ’ I N T É G R A T I O N E N E M P L OI D E P E R S O N N E S F O R M É E S
À L’ÉTRANGER RÉFÉRÉE S PAR UN ORDRE PROFESSI ONNEL /
EMPLOYMENT INTEGRATI ON FOR IEPS IN REGUL ATED
P R O F E S S I O N S (I P O P )
This program is similar to PRIIME, and also administered by Emploi-Québec in
collaboration with Ministère de l’Immigration et des Communautés culturelles and
Investissement-Québec. IPOP focuses on internationally-trained professionals who want
to practice in certain regulated professions.
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23.
S M A L L B U S I N E S S I N T E R N S HI P P R O G R A M (S B I P )
This national program is funded by Industry Canada, and matches SMEs with postsecondary students. The 12-week internship focuses on developing the SME’s ecommerce capacity. The program pays 75% of the intern’s salary, to a maximum of
$10,000.
Each year, the 400 internships across Canada are filled within a few months.
This program could be replicated with skilled immigrants as the target worker group. It
could also focus on other business activities (for example, export activities, marketing to
local ethnic markets, financial management or accounting etc.), or with a similar focus on
e-commerce.
WO R K P L A C E T R AI N I N G F O R I N N O V A T I O N P R O G R A M
This training subsidy program is funded by the British Columbia Ministry of Advanced
Education and Labour Market Development. It provides a training subsidy of up to
$1,500 for workers in SMEs. In its pilot phase (18 months, beginning in November
2009), 4,500 employers used the program to provide training for 16,000 workers. All of
the program funds were distributed before the 18-month pilot period was completed.
The simple application process is an important factor in this program. The two-page
application features checkboxes and requires limited text responses. By signing the
application, applicants certify that they meet the eligibility requirements of the program.
No additional documents are required.
Once approved, the training subsidy is provided to the SME directly; the SME does not
have to wait until the training is complete to make a claim for those funds. This addresses
the challenge that many SMEs face around cash flow – the Ministry’s consultations with
local SMEs indicated that having to wait for reimbursement was a deterrent to
participating in these types of programs.
This program’s simplified application process and direct, immediate distribution of funds
can be applied to other types of programs, such as wage and orientation subsidy
programs.
THE NL HR MANAGER
This online resource is funded and managed by the Newfoundland and Labrador
department of Human Resources, Labour and Employment. It provides general
information and downloadable toolkits on a suite of human resource topics, including
finding, keeping and managing workers, compensation and benefits, and employment
standards and legislation. It also has information specific to underemployed groups such
as immigrants, aboriginals, young workers and older workers.
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24.
In its first year, the site had high usage statistics: about 13,000 hits (in a province with a
total of 14,000 employers), 40% repeat users, and an average time on site of more than
three minutes.
Site users tend to go to the downloadable toolkit on their first visit; on subsequent visits,
repeat users tend to start going to the other areas of information. Therefore, it may serve
as an effective indirect method to build awareness in SMEs about the skilled immigrant
and other non-traditional labour pools, as well as provide resources to assist SMEs in
hiring and retaining these workers when they are ready to hire.
This resource could be replicated in other provinces or for specific sectors.
6. Promising Practices, Program and Policy Ideas
These promising practices, program and policy ideas are based on the findings of the
research conducted so far. While some recommendations may be useful on a national
scale, some may be applicable to particular cities or regions only. They are intended as a
suite of options for local stakeholders to consider, and as a result, questions for further
research have been identified.
The promising practices and program ideas are divided into two categories:
 Hiring – Programs for SMEs that have identified a need or open position, and are
looking for a candidate to hire
 Awareness and education – Programs that give SMEs information about the
skilled immigrant labour pool
These programs and practices must be supported by strong communication and
marketing, to ensure that SMEs are aware that they exist and how to access them.
Hiring Programs




Awareness and Education
Activity-focused internships
One-stop for recruiting and HR
support services
Online database of screened
candidates
Wage and orientation subsidy


HR resources online
Financial institutions provide
information/education to business
clients
Communication / Marketing


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Corporate call (one-on-one)
Business and industry associations
25.
Hiring Programs
WA G E A N D O R I E N T A T I O N S U B S I D Y
Modeled on the immigrant-specific wage subsidy programs in Quebec, a national or
provincial wage subsidy for skilled immigrants would encourage SMEs that are reluctant
to hire outside of their personal networks, and that lack the capacity to provide
orientation and training to workers, to take a risk on a new hire.
While the details of the wage subsidy still need to be explored, at minimum it should be
designed to provide immigrants (who arrived within the past 5 years in Canada and are
Canadian citizens or permanent residents) with their first work experience in their field in
Canada.
Program application and administration procedures should be simplified to reduce this
barrier to participation by SMEs. SMEs should only be eligible for the subsidy and
orientation funds once, to deter organizations from misusing the subsidy.
Further research should explore the ideal rate and duration of the subsidy (the Quebec
model pays 50% of wages up to minimum wag for a maximum of 30 weeks, and a
coaching/mentoring subsidy of up to $1,500), and explore whether a sector or occupation
specific model would be effective. The political feasibility and public opinion on such a
policy must also be explored.
A C T I VI T Y - F O C U S E D I N T E R N S H I P S
This program is modeled on a national internship program that matches SMEs with postsecondary student interns, who work to develop the e-commerce capacity of the SME.
The match between SME and student is provided by the program, and the SME receives a
clear benefit from the internship.
Activity-focused internships for skilled immigrants could similarly be structured to
clearly demonstrate the value added by the skilled immigrant intern. This could facilitate
the marketing of this initiative. The internship program will enhance the capacity of the
SME to grow focusing on a core business area (for example, these interns could enhance
an SME’s e-commerce capability, or export activities etc.). Interns will be recent
immigrants seeking their first work experience in Canada in their field, and will be
mentored and supported by an established professional at the organization that delivers
the program. The position will be suitable for a mid-level professional. The employer
pays the intern’s wage (below the prevailing wage rate, or subsidized), but does not pay
for the established professional oversight. This program could be delivered by a nonprofit organization or post-secondary institution. The organization(s) present the
employer with 3-5 screened candidates; the employer selects an intern from this pool.
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26.
O N E - S T O P S H O P F O R R E C R U I TI N G A N D HI R I N G S U P P O R T
S E R VI C E S
This program is designed to meet the needs of SMEs that have identified a need or open
position. By screening and recommending qualified candidates, this program will help
SMEs to save time and expose them to a pool of qualified candidates outside of their
existing networks. The one-stop aspect of this program responds to requests to simplify
access to programs and services, as well as to avoid the over-solicitation of employers by
community agencies. Networks of community agencies exist in some regions.
A SME that has a job opening contacts the service and is assigned an account manager
(“consultant” or “recruiter”). The account manager is the main point of contact and will
handle the employer’s (the “client’s”) request until filled. The account manager will
contact community agencies to find an appropriate candidate drawn from various
underemployed groups (newcomers, youth, people with disabilities etc.). The consultant
presents the employer with 3-5 screened candidates; the employer selects 2-3 candidates
to interview. The consultant provides support to the employer throughout the hiring
process, and with other human resources programs and services (such as information and
access to wage subsidies, credential assessment, orientation and training programs etc.)
To supply the candidates, group of community agencies that serve skilled immigrants
(and possibly other underemployed groups) agree to share employment opportunities and
employer contacts through this one-stop service. Community agencies are rewarded by
funding mechanisms for this collaboration (an indicator of success of their programs is
their ability to help other agencies by sharing contacts and candidates).
The service could be delivered by an immigrant employment council, business
association or other non-profit organization. It could operate as a social enterprise – in
this case, the employer pays a fee to use this service, as they would if they had contacted
a conventional placement agency.
Further research should explore the benefits and challenges of pooling candidates from
different demographic groups, whether a sector-specific or occupation-occupation
specific approach would be effective, which services they would like to access through
this type of program, and whether and how much SMEs are willing to pay for this type of
service.
O N LI N E D A T A B A S E O F S C R E E N E D C A N D I D A T E S
Modelled on the Skills International.ca website in Ontario and similar industry-specific
initiatives, this program would provide SMEs with on-demand access, at any time and
from any location, to qualified candidates.
An employer can use this online database to search for pre-screened candidates. The
database is focused on candidates suitable for occupations in a specific industry or sector.
The candidates are pre-screened by community agencies, an industry association, or a
Global Talent for SMEs
27.
professional association. The database could be managed by a sector council, industry
association or professional association.
Further research should explore which organizations SMEs would trust to manage this
program, as well as the functions or other features that SMEs would like this database to
have.
Awareness Programs
HR RESOURCES ONLINE
Modelled on the Newfoundland and Labrador website, this program would provide
general human resources information, on-demand and from any location, for SMEs.
This website will have customizeable tools on a wide range of HR topics (for example,
finding and hiring workers, compensation and benefits, employment standards, etc.). This
resource targets SMEs who are looking for help with an HR issue. The tools will address
general HR needs, and will also include information about good practices for hiring
immigrants and other demographic groups (for example, information and advice on
understanding international credentials). This resource could be managed by a regional or
provincial organization – perhaps a business association, industry association, or other
non-profit.
Further research should explore the types of information and functions that SMEs would
like to get from such a website, as well as which organization(s) they would trust to
manage this program. In addition, careful consideration should be given to the ways that
the impact of this program can be measured.
F I N A N C I A L I N S TI T U T I O N S P R O VI D E I N F O R M A T I O N / E D U C A T I O N
TO BUSI NESS CLI ENTS
This program aims to use the relationships that financial institutions have with their small
business clients, and to provide hiring information to SMEs at the time when they are
most likely to be moving into a growth stage.
The financial institution will provide information and advice on HR strategies for
growing small businesses. This will include information and advice on hiring, integrating
and retaining skilled immigrants, and referrals to more specialized resources and
programs (e.g. hireimmigrants.ca, internships, settlement agencies, immigrant
employment council programs). This will be part of a suite of information and advising
services that that financial institutions already offer to their small business clients.
ALLIES and immigrant employment councils could support financiers with information
and resources.
Further research should explore the format in which SMEs prefer to receive information,
as well as the potential of other business-to-business services that could act as
information providers.
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28.
Communication / Marketing
CORPORATE CALLS (ONE -ON-ONE)
This program is based on a promising practice identified by many organizations working
with SMEs. The one-on-one in-person visits allow the organization to establish a
relationship with the SME, which is critical to their participation in programs.
An “employer consultant” (or “account manager”) visits SMEs. The employer consultant
can explain the business rationale for why the employer should be looking to
underemployed groups (including skilled immigrants), as well as assess the employer’s
needs and recommend programs and services if appropriate.
Further research should explore how social media might enhance this type of program,
who would be the preferred organization to deliver this program, and how and how often
SMEs are willing to take this type of “sales call.”
B U S I N E S S A N D I N D U S T R Y A S S O CI A T I O N S
Business and industry associations have established relationships and communication
channels with their SME members, and SMEs see these associations as credible sources
of business information. Organizations that manage programs for SMEs can work with
business and industry associations to promote programs. For example, organizations can
present at or partner on events organized by associations; contribute/partner on content
for association publications; or disseminate information/advertise at events or in
publications.
Business associations may be appropriate communication channels for programs that are
not sector- or occupation- specific. Industry associations may be appropriate for programs
that are sector- or occupation- specific, or that target businesses in growth or mature
stages.
Further research should explore which associations have the greatest reach with SMEs,
and the types of information that SMEs look to these associations for.
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29.
7. Conclusion and Next Steps
The next step is to interview 10-15 business and industry associations to gather their
feedback on these promising practices and program ideas. Similarly, consultations with
SMEs will take place in five Canadian cities. These contributions from SMEs will help to
refine these practices and ideas, and to ensure that they meet the needs of SMEs and local
labour market conditions.
In addition, the research team will continue to seek evaluative information (such as
program evaluations, results and outcomes) on programs of interest, particularly those
that serve as models for the programs listed above.
Dedication of resources and funding to promising programs and policies will be a critical
next step. It will be incumbent on government and others to support the implementation
of the ideas proposed in this report. Following the consultations, ALLIES aims to have
selected program ideas ready to implement in local pilot projects.
Immigrant employment councils and networks from across Canada have provided input
on these ideas, and will continue to be instrumental and refining them for their local
contexts.
The potential impact of these programs is tremendous, and threefold:

Skilled immigrants will benefit from being employed in roles commensurate with
their education and experience;

SMEs will benefit from the skills, experience, diverse ways of thinking and doing
that skilled immigrants bring to their organization; and

Canada will benefit from the fuller integration of skilled immigrants into
Canadian society.
Global Talent for SMEs
30.
Appendix 1 – Provinces and Cities for Program and Policy Scan
The program and policy scan focused on these programs and policies funded or delivered
in these jurisdictions:
National
1. Canada
Provinces
1.
2.
3.
4.
5.
British Columbia
Alberta
Saskatchewan
Manitoba
Ontario
6. Quebec
7. New Brunswick
8. Nova Scotia
9. Newfoundland & Labrador
10. Prince Edward Island
Cities
1. Vancouver (BC)
2. Victoria (BC)
3. Calgary (Alberta)
4. Edmonton (Alberta)
5. Regina (Saskatchewan)
6. Saskatoon (Saskatchewan)
7. Winnipeg (Manitoba)
8. London (Ontario)
9. Niagara Region (Ontario)
10. North Bay (Ontario)
11. Ottawa (Ontario)
Global Talent for SMEs
12. Toronto (Ontario)
13. Waterloo Region (Ontario)
14. Montreal (Quebec)
15. Quebec City (Quebec)
16. Fredericton (New Brunswick)
17. Moncton (New Brunswick)
18. Halifax (Nova Scotia)
19. St. John’s (Newfoundland &
Labrador)
20. Charlottetown (Prince Edward
Island)
Appendix 2 – Key Informant Interviews
The following key informants were interviewed for this project by phone or in person. In
some cases, two or more people participated in the interview – these are indicated by “+”.
Government – Federal

Jean Seguin +
Director
NHQ - Integration
Citizenship and Immigration Canada

Vincent Yang
Regional Business Officer
Canada Business Ontario
Industry Canada
Government – Provincial
British Columbia

Jean-Sebastien Garon
Manager, Bridging Programs
Immigrant Integration & Multiculturalism Branch
Ministry of Jobs, Tourism and Innovation

Jennifer Gorman
Director, Strategic Initiatives
Small Business Branch
Ministry of Jobs, Tourism and Innovation

Deborah Rhymer
Director - Labour Market Agreement
Labour Market Programs Branch
Ministry of Jobs, Tourism and Innovation
Alberta

Pat Firminger
Senior Manager, Calgary Region
Alberta Employment & Immigration
Global Talent for SMEs
Saskatchewan

Bryan Dilling +
Director, Competitiveness and Strategy
Enterprise Saskatchewan

Elaine Unrau
Manager
Canada Saskatchewan Business Service Centre
Manitoba

Lei Wang +
Program Coordinator
Immigration Division
Manitoba Labour and Immigration
Ontario

Suzanne Gordon
Manager
Labour Market Integration Unit
Ministry of Citizenship and Immigration

Allison Rickaby
Director
SME Policy and Outreach Branch
Ministry of Economic Development and Trade
Quebec

Martin Savard
Policy Analyst
Direction de la mobilité professionnelle et des services aux entreprises
Ministère de l'Immigration et des Communautés culturelles
New Brunswick

Ashraf Ghanem
Director
Settlement and Multiculturalism
Population Growth Secretariat
Global Talent for SMEs
Newfoundland & Labrador

Nellie Burke
Executive Director
Office of Immigration and Multiculturalism
Department of Human Resources, Labour and Employment

Lorelei Roberts-Loder
Manager, Employer Services
Human Resources, Labour and Employment
Prince Edward Island

Grant Sweet
Senior Policy Analyst
Innovation PEI

Jane Mallard
Director
Population Secretariat
Department of Innovation and Advanced Learning (PEI)
Government – Municipal
Calgary (Alberta)

Elsbeth Mehrer
Director, Research, Workforce & Strategy
Calgary Economic Development
Edmonton (Alberta)

John Reilly
Senior Diversity and Inclusion Consultant
City of Edmonton

Omar Yaqub
Economic Development Officer
Edmonton Economic Development Corporation
London (Ontario)

Phil Hunt
Director, Workforce Development
London Economic Development
Global Talent for SMEs
Toronto (Ontario)

Katherine Roos
Small Business Manager
Economic Development and Culture
City of Toronto

George Spezza
Manager, Business Retention and Expansion
City of Toronto

Karen Wilson
Program Support Manager
Social Services Division Community Services Department
City of Toronto
Montreal (Quebec)

Veronique Gerland
Commissaire - Développement économique
Sciences de la vie
Direction du développement économique et urbain
Fredericton (New Brunswick)

Lisa MacInnis
Labour Force Development Officer
Enterprise Fredericton
Business Associations

Anne Argyris
Director, SME Policy
The Canadian Chamber of Commerce

Julie Ball
Executive Director
Talent Pool

Lorraine Chambers
Outreach and Marketing Coordinator
Canadian Supply Chain Sector Council

Allyson Hewitt
Director, Social Entrepreneurship
MaRS Discovery District
Global Talent for SMEs
Immigrant Employment Councils

Jennifer Hollis
Project Manager
London-Middlesex Immigrant Employment Council

Anne-Marie Marcotte
Agente de développement, Alliés Montréal
Conférence régionale des élus de Montréal

Peter McFadden
Waterloo Region Immigrant Employment Network

Elizabeth McIsaac
Executive Director
Toronto Region Immigrant Employment Council

Fred Morley
Executive Vice President & Chief Economist
Greater Halifax Partnership

Doug Piquette
Executive Director
Edmonton Region Immigrant Employment Council

Bruce Randall
Executive Director
Calgary Region Immigrant Employment Council
Community

Nafeesa Afridi
Employment Consultant
Skills for Change

Maureen Burbank +
Assistant Program Manager
London Employment Help Centre

Eileen Kelly-Freake
Director of Employment Programs & Career Services
AXIS Career Services
Association for New Canadians
Global Talent for SMEs

George Hanna
Business Counselor, Business Development Services
Jan Kutcher +
Manager, Employment Services
Immigrant Settlement & Integration Services (ISIS)

Jennifer Jeffrey
Coordinator of Employment Services
Association for Newcomers to Canada

Karin Morin
Project Manager
Réseau de développement économique et d'employabilité de l'Ontario (RDEE)

Jolanta Nozka
Manager, Sector Capacity Development
Juanita Smith
Organizational Standards Initiative Coordinator
OCASI (Ontario Council of Agencies Serving Immigrants)

Irene Sihvonen +
CASIP co-chair
Sr. Director, Services and Organizational Development
ACCES Employment

Rick Tachuk
CTIN Project Manager
Canadian Technology Immigration Network

Tim Welsh
Program Director
AMSSA (Affiliation of Multicultural Societies and Service Agencies of BC)

Sandra Wright
Executive Director
1000 Islands Region Workforce Development Board
Post-Secondary Institutions and Groups

Paul Davidson
President & CEO
Association of Universities and Colleges of Canada
Global Talent for SMEs

Jennifer Hamilton
Executive Director
Canadian Association of College and University Student Services

Ross Johnston
Director, Employer Relations
Co-operative Education & Career Services
University of Waterloo

Muriel Klemetski
Director - Work Integrated Learning
Career Services, Co-operative Education and Volunteer Services
Simon Fraser University

Laurel Madro +
Team Leader, Work Experience for Immigrants Program (WEIP)
Bow Valley College

Peter Rans
Director, Co-operative Education
Memorial University of Newfoundland

Paul D. Smith
Executive Director
Canadian Association of Career Educators and Employers (CACEE)
Business to Business Services

Glenn Nishimura
Principal
Nishimura Consulting
Policy & Think Tanks

Pascal Gauthier
Senior Economist
TD Bank Group

Roger Gibbins
President and CEO
Canada West Foundation

Karen Lior
Executive Director
Toronto Workforce Innovation Group
Global Talent for SMEs
Appendix 3 – Interview Guide
Format: Semi-structured interview, by phone or in person
Length: 30-60 minutes
1. Considering the range of programs and policies for businesses, what do you find
is effective with SMEs?
2. Can you tell me about a successful or promising program?
 Probe on results/outcomes – can you can share?
3. Who are the businesses that participate in your programs?
 Probe on size, stage of business, industry etc.
 Probe on how to identify businesses to target
4. How should we target SMEs?
 Probe on how to target for programs focusing on recruitment, hiring
5. What types of are the SMEs you work with looking for? What do SMEs get
excited about?
 Probe on human resources and hiring
 Probe on what SMEs are looking for from your organization, or from
other sources
6. In your experience, what’s the best way to reach your SME membership?
 Probe on methods – e.g. channel, format, frequency
 Probe on content – e.g. positioning of message
7. What challenges to SME programs face? What should we avoid in our strategy?
8. Who else do you recommend that we talk to?
9. If there is one key idea that I should take away from this interview, what would
that be?
10. [Throughout interview] Probe on specific programs or policies of interest
A Maytree Idea
FAST FACTS
Global Talent for
from Five Cities
SMEs
Small and medium-sized enterprises (SMEs)
are vital to our national and local economies, both in terms
of their economic contribution and the number of people
they employ. Ensuring that SMEs can effectively hire and
retain skilled immigrants is essential to Canada’s economic
success.
This fact sheet is a part of Global Talent for Small and
Medium Enterprises: Finding Solutions. This project will
develop and test a strategy for engaging SMES in sourcing
immigrant talent in cities across Canada. To start, ALLIES
examined five Canadian cities: Vancouver, Calgary,
Toronto, Montréal and Halifax. Here is what we found:
•
The vast majority of businesses in Canada are
SMEs - 98% of all businesses.
•
Most people in British Columbia and Nova
Scotia work for SMEs (92%). In Alberta, Ontario,
and Quebec, SMEs employ 84-89% of workers.
•
SMEs are strikingly similar across the country.
In Vancouver, Calgary, Toronto, Montréal and
Halifax, four of the five top sectors for SMEs include:
• Professional, Scientific and Technical Services
• Retail Trade or Wholesale Trade
• Construction
• Health Care and Social Assistance
•
Large businesses are less similar across cities.
Top sectors for large businesses include:
• Finance and Insurance
• Manufacturing
• Public Administration
• Educational Services
• Management of Companies and Enterprises
• Administrative and Support,
Waste Management and Remediation Services
• Mining, Quarrying, and Oil and Gas Extraction
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
• Within a city, SMEs and large businesses are
concentrated in different sectors.
• Recent immigrants, in Canada for 10 years or fewer,
are well-educated. In Vancouver, Calgary,
Toronto, Montréal and Halifax about 30% of recent
immigrants have a Bachelor’s degree. About 15%
have a Master’s or PhD degree.
• Calgary and Toronto receive the highest
percentage of professionals. About 55%
of newcomers who arrived between 2004 and 2008
in these two cities are in this category, compared to
45-50% in the other cities.
• Halifax receives the highest proportion of
managers. Overall, 33% of newcomers to Halifax
identified a managerial occupation, compared
to 24% in Vancouver, and about 10% in Calgary,
Toronto and Montréal.
• Recent immigrants are a significant part of the
workforce. In Calgary, almost one in ten people of
working age have been in Canada for 10 years or
fewer. In Toronto, it’s almost one in five.
• The large majority of recent immigrants are of
working age. In Vancouver, Calgary, Toronto,
Montréal and Halifax about 80% are aged 15-64.
In comparison, only 60-70% of non-immigrants in
those cities are of working age.
• Montréal’s recent immigrant population
is young. In Montréal, 55% are aged 25-44,
compared to about 45% in the other cities.
For sources and more detailed information about each
city, please visit: www.alliescanada.ca/sme.
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
A Maytree Idea
CALGARY
Global Talent for
Census Metropolitan Area
SMEs
Why are SMEs important?
Alberta’s Top 5 Industries by Number of Employees (2008)6
Small and medium-sized enterprises (SMEs) are the
backbone of Canada’s economy. In Canada, SMEs:
• Employ 64% of private sector workers– that’s 6.7
million jobs.1
• Account for 45% of the national GDP.2
• Outperformed large businesses during the recent
economic downturn (2009).3
• Can adapt to changing conditions more quickly than
large businesses.
What recruitment and hiring challenges do
SMEs face?
SMEs:4
• Are concerned about the shortage of qualified
labour.
• Often pass up business opportunities because they
are understaffed.
• May lack human resources expertise and capacity.
• Tend to rely on traditional and passive methods to
recruit new workers.
Micro &
Small (0-99
Employees)
Medium
(100-500
Employees)
SME
(0-500
Employees)
Large (>500
Employees)
Trade
223,400
employees
53,500
employees
276,900
employees
9,700
employees
Health Care
and Social
Assistance
102,100
34,700
136,800
32,500
Manufacturing
86,300
37,900
124,200
13,700
Forestry,
Fishing,
Mining, Oil
and Gas
69,200
31,000
100,200
32,700
Educational
Services
84,800
14,800
99,600
22,200
Who are the SMEs in Calgary?
The majority of businesses are SMEs:7
• Micro (1-4 employees): 60.4% (29,251 businesses)
• Small (5-99 employees): 37.2% (17,994)
• Medium (100-499 employees): 2.2% (1,056)
• More than 47,000 businesses are micro or small.
Top 5 Sectors in Calgary (based on number of businesses)8
Who employs workers in Alberta?
Micro &
Small (1-99
employees)
Medium
(100-499
employees)
SME
(0-500
Employees)
Large (500+
employees)
Professional, Scientific
and Technical
10,577
businesses
82
businesses
10,659
businesses
11
businesses
Construction
5,939
83
6,022
8
Retail Trade
4,214
163
4,377
1
Health Care
and Social
Assistance
3,070
70
3,140
7
Accommodation
and Food
Services
2,563
51
2,614
3
Number of Employees by Size of Business - Alberta, 2008
Large
(>500 employees)
189,000, 11%
Very Small
(<20 employees)
580,700, 36%
Medium
(100-500 employees)
323,600, 19%
Small
(20-99 employees)
574,000, 34%
In Alberta, SMEs employ almost 1.5 million people.5
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
...
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Calgary
A Maytree Idea
Why do immigrants matter to SMEs in
Calgary?
In 2009, Calgary became home to more than 13,700 new
immigrants. Immigrants make up almost 24% (252,770
people) of Calgary’s population.
Immigrants who have been in Canada 10 years or less
make up 9% (74,615 people) of Calgary’s workforce.9
Immigrants in Calgary who have been in Canada for 10
years or fewer:
• Are highly educated10 - of immigrants aged 25-64:
• 14.8% (8,980) have a college diploma or trade
certificate
• 33.4% (20,190) have a Bachelor’s degree or
higher certificate
• 15% (9,070) have a Master’s or PhD
• 1.3% (800) have a degree in medicine, dentistry,
veterinary or optometry
• Speak an official language:11
• 87.6% (82,730) have knowledge of English
• 4.5% (4,255) have knowledge of English and
French
• Are of working age:12
• 79% (74,615) are aged 15-64
Top 10 Intended Occupations of Immigrants in Calgary
(2004-08)13
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Civil, Mechanical,
Electrical and
Electronics, and
Chemical Engineers
Professional (A)
1,829 (Civil 370,
Mechanical 589,
Electrical 548,
Chemical 322)
Babysitters, Nannies
and Parent’s Helpers
Intermediate and
Clerical (C)
1,063
Computer
Programmers
Professional (A)
465
Financial Auditors
and Accountants
Professional (A)
422
Post-Secondary
Teaching and
Research Assistants
Professional (A)
383
Petroleum Engineers
Professional (A)
284
Sales, Marketing and
Advertising Managers
Managerial (O)
249
Geologists,
Geochemists and
Geophysicists
Professional (A)
235
University Professors
Professional (A)
197
Computer
Programmers and
Interactive Media
Developers
Professional (A)
188
The most popular professions in the other NOC levels are:
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Electrical and
Electronics
Engineering
Technologists and
Technicians
Skilled and Technical
(B)
143
Construction
Trades Helpers and
Labourers
Elemental and
Labourers (D)
23
Age of Immigrants in Canada
for 10 Years or Fewer - Calgary
Most immigrants (54.7% or 7,706 people) arriving in
Calgary in recent years are professionals. Engineers and
other natural and applied science professionals are highly
represented in Calgary’s recent immigrant labour pool.
SMEs are a vital part of the Canadian economy. Like other
businesses, they are facing labour and skill shortages. In
order to remain viable and competitive, SMEs must make
use of the skills and experience of the immigrant talent
pool.
This fact sheet is part of Global Talent for Small and
Medium Enterprises: Finding Solutions. This
project will develop and test a strategy for engaging SMEs
in sourcing immigrant talent in cities across Canada.
...
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Calgary
A Maytree Idea
Sources & Notes
1.
2.
3.
4.
5.
6.
7.
8.
9.
Industry Canada. (2010). Key Small
Business Statistics – July 2010. Retrieved
from http://www.ic.gc.ca/eic/site/sbrprppe.nsf/eng/rd02496.html
Canadian Federation of Independent
Business. (2010). Laying the Foundation
for Growth. Retrieved from http://www.
cfib-fcei.ca/cfib-documents/5458.pdf
CIBC. (2009). Small Business Report:
Bruised but not Battered. Retrieved
from http://www.cibc.com/ca/pdf/sb20091005-en.pdf.
Canadian Federation of Independent
Business. (2006). Immigration and Small
Business: Ideas to Better Respond to
Canada’s Skills and Labour Shortage.
Retrieved from http://www.cfib-fcei.ca/
cfib-documents/rr3026.pdf
Statistics Canada. Labour Force Historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt] Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Labour force historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt]. Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Population aged 15-64, immigrant period
of arrival 1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
A partnership of:
10.
11.
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Rp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=89449&PRID=0&
PTYPE=88971,97154&S=0&SHOWALL=
0&SUB=0&Temporal=2006&THEME=7
2&VID=0&VNAMEE=&VNAMEF=
Age 25-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada special interest profiles:
Immigrant Status and Place of Birth
(38), Immigrant Status and Period of
Immigration (8A), Age Groups (8),
Sex (3) and Selected Demographic,
Cultural, Labour Force, Educational and
Income Characteristics (277), for the
Total Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-564-XCB2006008). Retrieved
from http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/prof/sip/Lpeng.cfm?LANG=E&APATH=3&DETAIL=0
&DIM=0&FL=A&FREE=0&GC=0&GID=0
&GK=0&GRP=1&PID=0&PRID=0&PTYP
E=97154&S=0&SHOWALL=0&SUB=0&T
emporal=2006&THEME=72&VID=0&VN
AMEE=&VNAMEF=
Knowledge of official languages, immigrant
period of arrival 1996-2001 and 20012006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations:
Immigrant Status and Period of
12.
13.
Immigration (9), Knowledge of Official
Languages (5), Detailed Mother Tongue
(103), Age Groups (10) and Sex (3) for
the Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-557-XCB2006021). Retrieved
from http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Age 15-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Citizenship and Immigration Canada
(Landed Immigrant Data 2004-2008).
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
A Maytree Idea
HALIFAX
Global Talent for
Census Metropolitan Area
SMEs
Why are SMEs important?
Nova Scotia’s Top 5 Industries by Number of Employees6
Small and medium-sized enterprises (SMEs) are the
backbone of Canada’s economy. In Canada, SMEs:
• Employ 64% of private sector workers in Canada –
that’s 6.7 million jobs.1
• Account for 45% of Canada’s GDP.2
• Outperformed large businesses during the recent
economic downturn (2009).3
• Can adapt to changing conditions more quickly than
large businesses.
What recruitment and hiring challenges do
SMEs face?
SMEs:4
• Are concerned about the shortage of qualified
labour.
• Often pass up business opportunities because they
are understaffed.
• May lack human resources expertise and capacity.
• Tend to rely on traditional and passive methods to
recruit new workers.
Micro &
Small (0-99
Employees)
Medium
(100-500
Employees)
SME
(0-500
Employees)
Large (>500
Employees)
Trade
56,000
employees
15,400
employees
71,400
employees
1,400 employees
Health Care
and Social
Assistance
31,500
12,400
43,900
11,100
Manufacturing
18,400
13,500
31,900
4,600
Educational
Services
24,200
6,000
30,200
3,300
Public
Administration
19,300
8,200
27,500
2,700
Who are the SMEs in Halifax?
The majority of businesses are SMEs:7
• Micro (1-4 employees): 49.8% (5,896 businesses)
• Small (5-99 employees): 47.1% (5,578)
• Medium (100-499 employees): 2.6% (308)
• More than 11,000 businesses are micro or small.
Top 5 Sectors in Halifax (based on number of businesses)8
Who employs workers in Nova Scotia?
Micro &
Small (1-99
employees)
Medium
(100-499
employees)
SMEs
(1-499
employees)
Large (500+
employees)
Construction
1,485
businesses
15
businesses
1,500
businesses
1 business
Retail Trade
1,378
49
1,427
1
Health Care
and Social
Assistance
1,160
32
1,192
6
Professional, Scientific
and Technical
1,155
22
1,177
0
Accommodation
and Food
Services
782
23
805
0
Number of Employees by Size of Business - Nova Scotia, 2008
Large
(>500 employees)
33,200, 8%
Very Small
(<20 employees)
150,900, 39%
Medium
(100-500 employees)
80,600, 20%
Small
(20-99 employees)
131,400, 33%
In Nova Scotia, SMEs employ almost 363,000 people.
5
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Halifax
A Maytree Idea
Why do immigrants matter to SMEs in
Halifax?
Top Intended Occupations of Immigrants (2004-08)13
In 2009, Halifax became home to almost 1,800 new
immigrants. Immigrants make up almost 7.4% (27,410
people) of Halifax’s population.
Immigrants who have been in Canada 10 years or less
make up 2.4% (6,570) of Halifax’s workforce.9
Immigrants in Halifax who have been in Canada for 10
years or less:
• Are highly educated10 - of immigrants aged 25-64:
• 18.2% (925) have a college diploma or trade
certificate
• 30.4% (1,550) have a Bachelor’s degree or higher
certificate
• 24% (160) have a Master’s or PhD
• 3.1% (1,270) have a degree in medicine,
dentistry, veterinary or optometry
• Speak an official language:11
• 85.4% (7,140) have knowledge of English
• 11.1% (925) have knowledge of English and
French
• Are of working age:12
• 78.6% (6,570) are aged 15-64
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Sales, Marketing and
Advertising Managers
Managerial (O)
147
Post-Secondary
Teaching and
Research Assistants
Professional (A)
115
Banking, Credit and
Other Investment
Managers
Managerial (O)
68
Specialist Physicians
Professional (A)
64
Retail Trade
Managers
Managerial (O)
61
University Professors
Professional (A)
55
Electrical and
Electronics Engineers
Professional (A)
48
Managers in Health
Care
Managerial (O)
45
Construction
Managers
Managerial (O)
45
Manufacturing
Managers
Managerial (O)
42
Information Systems
Analysts and
Consultants
Professional (A)
42
The most popular professions in the other NOC levels are:
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
User Support
Technicians
(Computer and
Information Systems)
Skilled and Technical
(B)
31
Babysitters, Nannies
Parent’s Helpers
Intermediate and
Clerical (C)
17
N/A
Elemental and
Labourers (D)
N/A
Age
of Immigrants
inYears
Canada
Ages for
Immigrants
in Canada 10
or Less
for 10 Years or Fewer - Halifax
2500
2000
1500
Series1
and
1000
500
0
Age 15-24
Age 25-34
Age 35-44
Age 45-54
Age 55-64
Most immigrants (45.8% or 1,144 people) arriving in
Halifax in recent years are professionals. Managers are
also highly represented (32.6% or 814 people). The recent
immigrant labour pool shows wide diversity in occupations
and sector.
SMEs are a vital part of the Canadian economy. Like other
businesses, they are facing labour and skill shortages. In
order to remain viable and competitive, SMEs must make
use of the skills and experience of the immigrant talent pool.
This fact sheet is part of Global Talent for Small and
Medium Enterprises: Finding Solutions. This
project will develop and test a strategy for engaging SMEs
in sourcing immigrant talent in cities across Canada.
...
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Halifax
A Maytree Idea
Sources & Notes
1.
2.
3.
4.
5.
6.
7.
8.
9.
Industry Canada. (2010). Key Small
Business Statistics – July 2010. Retrieved
from http://www.ic.gc.ca/eic/site/sbrprppe.nsf/eng/rd02496.html
Canadian Federation of Independent
Business. (2010). Laying the Foundation
for Growth. Retrieved from http://www.
cfib-fcei.ca/cfib-documents/5458.pdf
CIBC. (2009). Small Business Report:
Bruised but not Battered. Retrieved
from http://www.cibc.com/ca/pdf/sb20091005-en.pdf.
Canadian Federation of Independent
Business. (2006). Immigration and Small
Business: Ideas to Better Respond to
Canada’s Skills and Labour Shortage.
Retrieved from http://www.cfib-fcei.ca/
cfib-documents/rr3026.pdf
Statistics Canada. Labour Force Historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt] Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Labour force historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt]. Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Population aged 15-64, immigrant period
of arrival 1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
A partnership of:
10.
11.
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Rp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=89449&PRID=0&
PTYPE=88971,97154&S=0&SHOWALL=
0&SUB=0&Temporal=2006&THEME=7
2&VID=0&VNAMEE=&VNAMEF=
Age 25-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada special interest profiles:
Immigrant Status and Place of Birth
(38), Immigrant Status and Period of
Immigration (8A), Age Groups (8),
Sex (3) and Selected Demographic,
Cultural, Labour Force, Educational and
Income Characteristics (277), for the
Total Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-564-XCB2006008). Retrieved
from http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/prof/sip/Lpeng.cfm?LANG=E&APATH=3&DETAIL=0
&DIM=0&FL=A&FREE=0&GC=0&GID=0
&GK=0&GRP=1&PID=0&PRID=0&PTYP
E=97154&S=0&SHOWALL=0&SUB=0&T
emporal=2006&THEME=72&VID=0&VN
AMEE=&VNAMEF=
Knowledge of official languages, immigrant
period of arrival 1996-2001 and 20012006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations:
Immigrant Status and Period of
12.
13.
Immigration (9), Knowledge of Official
Languages (5), Detailed Mother Tongue
(103), Age Groups (10) and Sex (3) for
the Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-557-XCB2006021). Retrieved
from http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Age 15-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Citizenship and Immigration Canada
(Landed Immigrant Data 2004-2008).
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
A Maytree Idea
MONTRÉAL
Global Talent for
Census Metropolitan Area
SMEs
Why are SMEs important?
Quebec’s Top 5 Industries by Number of Employees (2008)6
Small and medium-sized enterprises (SMEs) are the
backbone of Canada’s economy. In Canada, SMEs:
• Employ 64% of private sector workers in Canada –
that’s 6.7 million jobs.1
• Account for 45% of Canada’s GDP.2
• Outperformed large businesses during the recent
economic downturn (2009).3
• Can adapt to changing conditions more quickly than
large businesses.
What recruitment and hiring challenges do
SMEs face?
SMEs:4
• Are concerned about the shortage of qualified
labour.
• Often pass up business opportunities because they
are understaffed.
• May lack human resources expertise and capacity.
• Tend to rely on traditional and passive methods to
recruit new workers.
Micro &
Small (0-99
Employees)
Medium
(100-500
Employees)
SME
(0-500
Employees)
Large (>500
Employees)
Trade
449,200
employees
94,300
employees
543,500
employees
18,700
employees
Manufacturing
257,100
174,800
431,900
88,900
Health Care
and Social
Assistance
200,500
780,000
278,500
131,200
Public
Administration
98,700
56,400
155,100
74,000
Educational
Services
134,500
50,300
184,800
63,600
Who are the SMEs in Montréal?
The majority of businesses are SMEs:7
• Micro (1-4 employees): 50.6% (55,565 businesses)
• Small (5-99 employees): 47% (51,609)
• Medium (100-499 employees): 2.1% (2,317)
• More than 107,000 businesses are micro or small.
Top 5 Sectors in Montréal (based on number of businesses)8
Who employs workers in Quebec?
Micro &
Small (1-99
employees)
Medium
(100-499
employees)
SMEs
(1-499
employees)
Large(500+
employees)
Retail Trade
13,645
businesses
345
businesses
13,990
businesses
24
businesses
Professional, Scientific
and Technical Services
13,052
169
13,221
29
Construction
11,266
87
11,353
8
Wholesale
Trade
8,715
203
8,918
13
Health Care
and Social
Assistance
8,106
209
8,315
50
Number of Employees by Size of Business - Quebec, 2008
Large
(>500 employees)
526,000, 16%
Very Small
(<20 employees)
1,056,600, 32%
Medium
(100-500 employees)
688,100, 21%
Small
(20-99 employees)
1,068,700, 31%
In Quebec, SMEs employ more than 2.8 million people.5
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
...
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Montréal
A Maytree Idea
Why do immigrants matter to SMEs in
Montréal?
Top 10 Intended Occupations of Immigrants in Montréal (2004-08)13
Occupation Title
Number of
Immigrants
In 2009, Montréal became home to more than 42,500 new
immigrants. Immigrants make up about 20% (740,355
people) of Montréal’s population.
National Occupational
Classification (NOC)
Level
Civil, Mechanical,
Electrical and
Electronics Engineers
Professional (A)
4,896 (Civil 1,227,
Mechanical 1,521,
Electrical and
Electronics 2,148)
Immigrants who have been in Canada 10 years or less
make up 8.3% (208,305 people) of Montréal’s workforce.9
Post-Secondary
Teaching and
Research Assistants
Professional (A)
1,859
Secondary School
Teachers
Professional (A)
1,549
Babysitters, Nannies
and Parent’s Helpers
Intermediate and
Clerical (C)
1,528
Financial Auditors
and Accountants
Professional (A)
1,465
Administrative
Officers
Skilled and Technical
(B)
1,268
Information Systems
Analysts and
Consultants
Professional (A)
1,250
Electrical and
Electronics
Engineering
Technologists and
Technicians
Skilled and Technical
(B)
1,227
Secretaries (Except
Legal and Medical)
Skilled and Technical
(B)
1,192
Computer
Programmers and
Interactive Media
Developers
Professional (A)
1,186
Immigrants in Montréal who have been in Canada for 10
years or fewer:
• Are highly educated10 - of immigrants aged 25-64:
• 19.5% (33,845) have a college diploma or trade
certificate
• 30.9% (53,795) have a Bachelor’s degree or
higher certificate
• 15.4% (26,800) have a Master’s or PhD
• 1.4% (2,405) have a degree in medicine,
dentistry, veterinary or optometry
• Speak an official language:11
• 30.7% (79,255) have knowledge of French
• 18.9% (48,835) have knowledge of English
• 45.4% (117,300) have knowledge of English and
French
• Are of working age:12
• 80.6% (208,305) are aged 15-64
The most popular professions in the other NOC levels are:
Age
of Immigrants
Montreal: Age of
Immigrants
in Canada forin10Canada
Years or Fewer
for 10 Years or Fewer - Montréal
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Sales, Marketing and
Advertising Managers
Managerial (O)
1,028
Elemental and
Labourers (D)
81
80,000
70,000
60,000
50,000
40,000
Series1
Construction
Trades Helpers and
Labourers
30,000
20,000
10,000
0
Age 15-24
Age 25-34
Age 35-44
Age 45-54
Age 55-64
Most immigrants (49.9% or 31,708 people) arriving in
Montréal in recent years are professionals. Engineers,
educators and computer and information systems
professionals are highly represented in Montréal’s recent
immigrant labour pool.
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
SMEs are a vital part of the Canadian economy. Like other
businesses, they are facing labour and skill shortages. In
order to remain viable and competitive, SMEs must make
use of the skills and experience of the immigrant talent pool.
This fact sheet is part of Global Talent for Small and
Medium Enterprises: Finding Solutions. This
project will develop and test a strategy for engaging SMEs
in sourcing immigrant talent in cities across Canada.
...
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Montréal
A Maytree Idea
Sources & Notes
1.
2.
3.
4.
5.
6.
7.
8.
9.
Industry Canada. (2010). Key Small
Business Statistics – July 2010. Retrieved
from http://www.ic.gc.ca/eic/site/sbrprppe.nsf/eng/rd02496.html
Canadian Federation of Independent
Business. (2010). Laying the Foundation
for Growth. Retrieved from http://www.
cfib-fcei.ca/cfib-documents/5458.pdf
CIBC. (2009). Small Business Report:
Bruised but not Battered. Retrieved
from http://www.cibc.com/ca/pdf/sb20091005-en.pdf.
Canadian Federation of Independent
Business. (2006). Immigration and Small
Business: Ideas to Better Respond to
Canada’s Skills and Labour Shortage.
Retrieved from http://www.cfib-fcei.ca/
cfib-documents/rr3026.pdf
Statistics Canada. Labour Force Historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt] Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Labour force historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt]. Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Population aged 15-64, immigrant period
of arrival 1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
A partnership of:
10.
11.
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Rp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=89449&PRID=0&
PTYPE=88971,97154&S=0&SHOWALL=
0&SUB=0&Temporal=2006&THEME=7
2&VID=0&VNAMEE=&VNAMEF=
Age 25-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada special interest profiles:
Immigrant Status and Place of Birth
(38), Immigrant Status and Period of
Immigration (8A), Age Groups (8),
Sex (3) and Selected Demographic,
Cultural, Labour Force, Educational and
Income Characteristics (277), for the
Total Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-564-XCB2006008). Retrieved
from http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/prof/sip/Lpeng.cfm?LANG=E&APATH=3&DETAIL=0
&DIM=0&FL=A&FREE=0&GC=0&GID=0
&GK=0&GRP=1&PID=0&PRID=0&PTYP
E=97154&S=0&SHOWALL=0&SUB=0&T
emporal=2006&THEME=72&VID=0&VN
AMEE=&VNAMEF=
Knowledge of official languages, immigrant
period of arrival 1996-2001 and 20012006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations:
Immigrant Status and Period of
Immigration (9), Knowledge of Official
Languages (5), Detailed Mother Tongue
(103), Age Groups (10) and Sex (3) for
the Population of Canada, Provinces,
12.
13.
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-557-XCB2006021). Retrieved
from http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Age 15-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Citizenship and Immigration Canada
(Landed Immigrant Data 2004-2008).
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
A Maytree Idea
TORONTO
Global Talent for
Census Metropolitan Area
SMEs
Why are SMEs important?
Ontario’s Top 5 Industries by Number of Employees (2008)6
Small and medium-sized enterprises (SMEs) are the backbone of Canada’s economy. In Canada, SMEs:
• Employ 64% of private sector workers in Canada –
that’s 6.7 million jobs.1
• Account for 45% of the national GDP.2
• Outperformed large businesses during the recent
economic downturn (2009).3
• Can adapt to changing conditions more quickly than
large businesses.
What recruitment and hiring challenges
do SMEs face?
SMEs:
4
• Are concerned about the shortage of qualified
labour.
• Often pass up business opportunities because they
are understaffed.
• May lack human resources expertise and capacity.
• Tend to rely on traditional and passive methods to
recruit new workers.
Who employs workers in Ontario?
Micro &
Small (0-99
Employees)
Medium
(100-500
Employees)
SME
(0-500
Employees)
Large (>500
Employees)
Trade
680,000
employees
183,600
employees
863,600
employees
41,000
employees
Manufacturing
377,100
302,600
679,700
170,700
Health Care
and Social
Assistance
331,900
133,000
464,900
144,000
Educational
Services
279,400
72,500
351,900
107,600
Finance,
Insurance,
Real Estate
and Leasing
217,700
98,400
316,100
86,000
Who are the SMEs in Toronto?
Number of Employees by Size of Business - Toronto, 2008
Very Small
(<20 employees)
731,850, 30%
Large
(>500 employees)
337,490, 14%
Number of Employees by Size of Business - Ontario, 2008
Large
(>500 employees)
876,200, 15%
Very Small
(<20 employees)
1,712,500, 30%
Small
(20-99 employees)
790,030, 33%
Medium
(100-500 employees)
549,070, 23%
In Toronto, SMEs employ almost 2.1 million people.
Medium
(100-500 employees)
1,281,400, 23%
Small
(20-99 employees)
1,814,700, 32%
In Ontario, SMEs employ more than 4.8 million people.5
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
The majority of businesses are SMEs:7
•
•
•
•
Micro (1-4 employees): 59.2% (103,214 businesses)
Small (5-99 employees): 38.1% (66,413)
Medium (100-499 employees): 2.4% (4,094)
Almost 170,000 businesses are micro or small.
...
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Toronto
A Maytree Idea
Top 5 Sectors in Toronto (based on number of businesses)8
Ageofof
Immigrants
Canada
Toronto: Age
Immigrants
in in
Canada
for 10 Years
for 10 Years ororFewer
Fewer Toronto
Micro &
Small (1-99
employees)
Medium
(100-499
employees)
SMEs
(1-499
employees)
Large (500+
employees)
Professional,
Scientific
and
Technical
Services
26,358
businesses
281
businesses
26,639
businesses
45
businesses
Retail Trade
17,407
469
17,876
46
50,000
Construction
13,787
187
13,974
10
0
Health Care
and Social
Assistance
13,092
249
13,341
66
Wholesale
Trade
12,598
200,000
150,000
Series1
100,000
351
12,949
35
Why do immigrants matter to SMEs
in Toronto?
In 2009, Toronto became home to more than 82,500 new
immigrants. Immigrants make up about 45.7% (2,320,160
people) of Toronto’s population.
Immigrants who have been in Canada 10 years or less
make up 18.3% (651,365 people) of Toronto’s workforce.9
Immigrants in Toronto who have been in Canada for 10
years or fewer:
• Are highly educated10 - of immigrants aged 25-64:
• 15.1% (78,030) have a college diploma or trade
certificate
• 32.8% (169,350) have a Bachelor’s degree or
higher certificate
• 14.7% (75,910) have a Master’s or PhD
• 1.4% (7,365) have a degree in medicine,
dentistry, veterinary or optometry
• Speak an official language:11
• 86.2% (698,155) have knowledge of English
• 5.1% (40,970) have knowledge of English and
French
• Are of working age:12
• 80.4% (651,365) are aged 15-64
A partnership of:
250,000
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
Age 15-24
Age 25-34
Age 35-44
Age 45-54
Age 55-64
Most immigrants (55% or 64,778 people) arriving in
Toronto are professionals. Engineers, and computer and
information systems professionals are highly represented
in Toronto’s recent immigrant labour pool.
Top 10 Intended Occupations of Immigrants in Toronto
(2004-08)13
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Civil, Mechanical,
Electrical and
Electronics Engineers
Professional (A)
10,984 (Civil 3,120,
Mechanical 3,879,
Electrical and
Electronics 3,985)
Babysitters, Nannies
and Parent’s Helpers
Intermediate and
Clerical (C)
5,978
Computer
Programmers
Professional (A)
5,887
Financial Auditors and
Accountants
Professional (A)
3,843
Sales, Marketing and
Advertising Managers
Managerial (O)
2,822
Computer
Programmers and
Interactive Media
Developers
Professional (A)
2,736
Software Engineers
Professional (A)
2,230
Computer Systems
Analysts
Professional (A)
2,136
Technical Sales
Specialists, Wholesale
Trade
Skilled and Technical
(B)
2,006
Professional
Occupations in
Business Services to
Management
Professional (A)
1,990
...
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Toronto
A Maytree Idea
The most popular professions in the other NOC levels are:
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Construction
Trades Helpers and
Labourers
Elemental and
Labourers (D)
446
SMEs are a vital part of the Canadian economy. Like other
businesses, they are facing labour and skill shortages. In
order to remain viable and competitive, SMEs must make
use of the skills and experience of the immigrant talent pool.
This fact sheet is part of Global Talent for Small and
Medium Enterprises: Finding Solutions. This
project will develop and test a strategy for engaging SMEs
in sourcing immigrant talent in cities across Canada.
Sources & Notes
1.
2.
3.
4.
5.
6.
7.
8.
9.
Industry Canada. (2010). Key Small
Business Statistics – July 2010. Retrieved
from http://www.ic.gc.ca/eic/site/sbrprppe.nsf/eng/rd02496.html
Canadian Federation of Independent
Business. (2010). Laying the Foundation
for Growth. Retrieved from http://www.
cfib-fcei.ca/cfib-documents/5458.pdf
CIBC. (2009). Small Business Report:
Bruised but not Battered. Retrieved
from http://www.cibc.com/ca/pdf/sb20091005-en.pdf.
Canadian Federation of Independent
Business. (2006). Immigration and Small
Business: Ideas to Better Respond to
Canada’s Skills and Labour Shortage.
Retrieved from http://www.cfib-fcei.ca/
cfib-documents/rr3026.pdf
Statistics Canada. Labour Force Historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt] Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Labour force historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt]. Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Population aged 15-64, immigrant period
of arrival 1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
A partnership of:
10.
11.
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Rp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=89449&PRID=0&
PTYPE=88971,97154&S=0&SHOWALL=
0&SUB=0&Temporal=2006&THEME=7
2&VID=0&VNAMEE=&VNAMEF=
Age 25-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada special interest profiles:
Immigrant Status and Place of Birth
(38), Immigrant Status and Period of
Immigration (8A), Age Groups (8),
Sex (3) and Selected Demographic,
Cultural, Labour Force, Educational and
Income Characteristics (277), for the
Total Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-564-XCB2006008). Retrieved
from http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/prof/sip/Lpeng.cfm?LANG=E&APATH=3&DETAIL=0
&DIM=0&FL=A&FREE=0&GC=0&GID=0
&GK=0&GRP=1&PID=0&PRID=0&PTYP
E=97154&S=0&SHOWALL=0&SUB=0&T
emporal=2006&THEME=72&VID=0&VN
AMEE=&VNAMEF=
Knowledge of official languages, immigrant
period of arrival 1996-2001 and 20012006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations:
Immigrant Status and Period of
Immigration (9), Knowledge of Official
Languages (5), Detailed Mother Tongue
(103), Age Groups (10) and Sex (3) for
the Population of Canada, Provinces,
12.
13.
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-557-XCB2006021). Retrieved
from http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Age 15-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Citizenship and Immigration Canada
(Landed Immigrant Data 2004-2008).
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
A Maytree Idea
VANCOUVER
Global Talent for
Census Metropolitan Area
SMEs
Why are SMEs important?
British Columbia’s Top 5 Industries by Number of Employees7
Small and medium-sized enterprises (SMEs) are the
backbone of Canada’s economy. In Canada, SMEs:
• Employ 64% of private sector workers – that’s 6.7
million jobs.1
• Account for 45% of the national GDP.2
• Outperformed large businesses during the recent the
economic downturn (2009)3.
• Can adapt to changing conditions more quickly than
large businesses.
What recruitment and hiring challenges do
SMEs face?
SMEs:4
• Are concerned about the shortage of qualified
labour.
• Often pass up business opportunities because they
are understaffed.
• May lack human resources expertise and capacity.
• Tend to rely on traditional and passive methods to
recruit new workers.
Micro &
Small (0-99
Employees)
Medium
(100-500
Employees)
SME
(0-500
Employees)
Large (>500
Employees)
Trade
249,400
employees
54,600
employees
304,000
employees
7,100
employees
Health Care
and Social
Assistance
134,700
35,000
169,700
38,700
Manufacturing
110,300
52,800
163,100
10,800
Accommodation
and Food
Services
141,800
17,400
159,200
2,300
Educational
Services
94,900
29,800
124,700
25,100
Who are the SMEs in the Vancouver?
The majority of businesses are SMEs:8
• Micro (1-4 employees): 58.3% (51,336 businesses)
• Small (5-99 employees): 39.7% (34,969)
• Medium (100-499 employees): 1.73% (1,521)
• More than 86,000 businesses are micro or small.
Who employs workers in British Columbia?
Number of Employees by Size of Business - British Columbia,
Large
(>500 employees)
156,100, 8%
Very Small
(<20 employees)
735,100, 39%
Medium
(100-500 employees)
354,000, 19%
Small
(20-99 employees)
640,700, 34%
In British Columbia, SMEs employ 1.7 million people.5
In 2009, British Columbia’s small business (fewer than 50
workers) GDP accounted for 32% of the provincial GDP.6
A partnership of:
Top 5 Sectors in Vancouver (based on number of businesses)9
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
Micro &
Small (1-99
employees)
Medium
(100-499
employees)
SMEs
(1-499
employees)
Large (500+
employees)
Professional,
Scientific
and
Technical
Services
11,683
businesses
88
businesses
11,771
businesses
12
businesses
Construction
8,897
105
9,002
4
Retail Trade
8,594
213
8,807
9
Health Care
and Social
Assistance
7,236
121
7,357
26
Wholesale
Trade
6,480
82
6,562
7
...
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Vancouver
A Maytree Idea
Why do immigrants matter to SMEs in
Vancouver?
Top 10 Intended Occupations of Immigrants (2004-08)14
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Electrical, Mechanical,
and Civil Engineers
Professional (A)
Immigrants who have been in Canada 10 years or
less make up 16.3% (244,965 people) of Vancouver’s
workforce.10
3,675 (Electrical and
Electronics 1,500;
Mechanical 1,175;
Civil 1,000)
Babysitters, Nannies
and Parent’s Helpers
Intermediate and
Clerical (C)
3,145
Computer
Programmers
Professional (A)
1,947
Immigrants in Vancouver who have been in Canada for 10
years or less:
Financial Auditors
and Accountants
Professional (A)
1,717
Sales, Marketing and
Advertising Managers
Managerial (O)
1,360
Software Engineers
Professional (A)
1,035
Post-Secondary
Teaching and
Research Assistants
Professional (A)
933
Computer
Programmers and
Interactive Media
Developers
Professional (A)
822
Financial and
Investment Analysts
Professional (A)
816
Economic
Development Officers
and Marketing
Researchers and
Consultants
Professional (A)
736
In 2009, Vancouver became home to almost 35,000 new
immigrants. Immigrants make up almost 40% (831,265
people) of Vancouver’s population.
• Are highly educated11 - of immigrants aged 25-64:
• 15.6% (30,080) have a college diploma or trade
certificate
• 32.1% (61,885) have a Bachelor’s degree or
higher certificate
• 13.4% (25,770) have a Master’s or PhD
• 1.2% (2,400) have a degree in medicine,
dentistry, veterinary or optometry
• Speak an official language:12
• 82.2% (246,970) have knowledge of English
• 4.1% (12,430) have knowledge of English and
French.
• Are of working age:13
• 81.6% (244,960) aged 15-64
Age
of Immigrants
Canada
Ages for
Immigrants
in Canada 10in
Years
or Less
The most popular professions in the other NOC levels are:
Occupation Title
National Occupational
Classification (NOC)
Level
Number of
Immigrants
Graphic Designers
and Illustrating
Artists
Skilled and Technical
(B)
329
Elemental and
Labourers (D)
46
for 10 Years or Fewer - Vancouver
80,000
70,000
60,000
50,000
Construction
Series1
40,000
Trades Helpers and
Labourers
30,000
20,000
10,000
0
Age 15-24
Age 25-34
Age 35-44
Age 45-54
Age 55-64
Most immigrants (48.9% or 23,610 people) arriving in
Vancouver in recent years are professionals. Engineers,
computer programmers and financial professions are
highly represented in Vancouver’s recent immigrant
labour pool.
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
SMEs are a vital part of the Canadian economy. Like other
businesses, they are facing labour and skill shortages. In
order to remain viable and competitive, SMEs must make
use of the skills and experience of the immigrant talent pool.
This fact sheet is part of Global Talent for Small and
Medium Enterprises: Finding Solutions. This
project will develop and test a strategy for engaging SMEs
in sourcing immigrant talent in cities across Canada.
...
Funded in part by:
FON DATION DE LA
FAMILLE
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES
Global Talent for
SMEs Vancouver
A Maytree Idea
Sources & Notes
1.
2.
3.
4.
5.
6.
7.
8.
9.
Industry Canada. (2010). Key Small
Business Statistics – July 2010. Retrieved
from http://www.ic.gc.ca/eic/site/sbrprppe.nsf/eng/rd02496.html
Canadian Federation of Independent
Business. (2010). Laying the Foundation
for Growth. Retrieved from http://www.
cfib-fcei.ca/cfib-documents/5458.pdf
CIBC. (2009). Small Business Report:
Bruised but not Battered. Retrieved
from http://www.cibc.com/ca/pdf/sb20091005-en.pdf.
Canadian Federation of Independent
Business. (2006). Immigration and Small
Business: Ideas to Better Respond to
Canada’s Skills and Labour Shortage.
Retrieved from http://www.cfib-fcei.ca/
cfib-documents/rr3026.pdf
Statistics Canada. Labour Force Historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt] Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
BC Stats / British Columbia Ministry of
Citizens’ Services. (2010). Small Business
Profile 2010: British Columbia. Retrieved
from http://www.resourcecentre.gov.
bc.ca/pdf/SmallBusProfileEngWeb.pdf
Statistics Canada. Labour force historical
review cd-rom, 2008 Employees by
establishment size, industry, age groups,
sex, Canada, province, annual average
[cd1t26an.ivt]. Ottawa: Statistics Canada;
Communications Canada. Depository
Services Program, March 2, 2009. (STC
cat. 71F0004XCB)
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
Statistics Canada. Canadian Business
Patterns, June 2009 Establishment Counts
by CA/CMA, Sectors & Employment Size
Ranges. July 28, 2009.
10.
11.
12.
Population aged 15-64, immigrant period
of arrival 1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Rp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=89449&PRID=0&
PTYPE=88971,97154&S=0&SHOWALL=
0&SUB=0&Temporal=2006&THEME=7
2&VID=0&VNAMEE=&VNAMEF=
Age 25-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada special interest profiles:
Immigrant Status and Place of Birth
(38), Immigrant Status and Period of
Immigration (8A), Age Groups (8),
Sex (3) and Selected Demographic,
Cultural, Labour Force, Educational and
Income Characteristics (277), for the
Total Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-564-XCB2006008). Retrieved
from http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/prof/sip/Lpeng.cfm?LANG=E&APATH=3&DETAIL=0
&DIM=0&FL=A&FREE=0&GC=0&GID=0
&GK=0&GRP=1&PID=0&PRID=0&PTYP
E=97154&S=0&SHOWALL=0&SUB=0&T
emporal=2006&THEME=72&VID=0&VN
AMEE=&VNAMEF=
Knowledge of official languages, immigrant
period of arrival 1996-2001 and 20012006.
13.
14.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations:
Immigrant Status and Period of
Immigration (9), Knowledge of Official
Languages (5), Detailed Mother Tongue
(103), Age Groups (10) and Sex (3) for
the Population of Canada, Provinces,
Territories, Census Metropolitan Areas
and Census Agglomerations, 2006
Census - 20% Sample Data. (Catalogue
number 97-557-XCB2006021). Retrieved
from http://www12.statcan.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Age 15-64, immigrant period of arrival
1996-2001 and 2001-2006.
Statistics Canada. (2007). 2006 Census
of Canada topic-based tabulations,
immigration and citizenship tables: Place
of Birth (33), Period of Immigration
(9), Sex (3) and Age Groups (10)
for the Immigrant Population of
Canada, Provinces, Territories, Census
Metropolitan Areas and Census
Agglomerations, 2006 Census - 20%
Sample Data. (Catalogue number 97557-XCB2006019). Retrieved from
http://www12.statcan.gc.ca/censusrecensement/2006/dp-pd/tbt/Lp-eng.cf
m?LANG=E&APATH=3&DETAIL=0&DI
M=0&FL=A&FREE=0&GC=0&GID=0&
GK=0&GRP=1&PID=0&PRID=0&PTYP
E=88971,97154&S=0&SHOWALL=0&SU
B=0&Temporal=2006&THEME=72&VI
D=0&VNAMEE=&VNAMEF=
Citizenship and Immigration Canada
(Landed Immigrant Data 2004-2008).
Global Talent for SMEs is funded in part by Citizenship and Immigration Canada.
A partnership of:
T HE J.W. M C C ONNELL
F AMILY F OUNDATION
LA
Funded in part by:
F ONDAT ION DE LA
FA MI LL E
J.W. M C C ONNELL
ALLIES | (416) 944-2627 | allies@maytree.com | www.alliescanada.ca
© 2011 - ALLIES