Human Resources Strategy and Implementation Plan: Central

Human Resources

Strategy and

Implementation Plan:

Central Okanagan

Workforce Development

Project

1

The Employment Program of British Columbia is funded by

The Government of Canada and the Province of British Columbia

Human Resource Strategy and Implementation Plan

Central Okanagan Economic Development Commission

R.A. Malatest & Associates Ltd.

December 11 th

, 2014

Introduction

In the Winter of 2014, a Labour Market Outlook Study was conducted to identify labour market issues and challenges in the Okanagan region, with specific attention to the North, Central and Okanagan-Simikameen Regional

Districts. The study utilized an in-depth survey/interview instrument to collect data and information from local employers. Results represented 882 establishments (6.6% of the establishments within the region) who employed 15,157 full time equivalent (FTE) workers (9.6% of the regional labour force).

Three main types of issues were identified concerning the labour market outlook for the next five years:

The current labour force growth is insufficient to meet regional labour force needs.

There is expected to be a shortage of qualified workers with a post-secondary education .

The majority of employers do not have an HR nor a succession plan .

To build on the results of this study, the Central Okanagan Economic Development Commission (COEDC) commissioned further research in order to develop potential strategies, as well as an implementation plan, to mitigate the regional long-term labour challenges of the Central Okanagan Region. This paper summarizes the results of key informant interviews and of a follow-up workshop focused on validating and prioritizing the strategies, as well as developing an implementation plan.

This report is intended to serve as a blueprint to guide the development of a human resource strategy for the Central Okanagan region. Having just recently completed the Labour Market Outlook Study, the

Region is wellpositioned to maintain the momentum gained during this “fact finding stage” and move to the next stage: the development of a Human Resource Strategy for the region. i




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ii

Table of Contents

Introduction .................................................................................................................................................. i

1. Background ........................................................................................................................................... 1

1.1 Employers will r equire significant numbers of “new” workers in the next six years ......................... 1

1.2 A large need for workers with a post-secondary education ............................................................... 1

1.3 The majority of employers do not have an HR plan or a succession plan .......................................... 2

1.4 Northern Alberta is luring workers away from the Okanagan ........................................................... 2

2. Methodology ......................................................................................................................................... 3

2.1 Key Informant Interviews .................................................................................................................... 3

2.2 Workshop ............................................................................................................................................ 4

3. Options under Consideration ................................................................................................................ 4

3.1 Labour Market Information Strategies ............................................................................................... 5

3.2 Workforce Attraction Strategies ......................................................................................................... 5

3.3 Education/Training and Skills Upgrading ............................................................................................ 6

3.4 Industry – Education Sector Communication ...................................................................................... 7

3.5 Employer Supports for HR Planning .................................................................................................... 7

4. Governance ........................................................................................................................................... 8

5. Strategic Partnerships and Collaboration ............................................................................................. 8

6. Prioritization of Labour Market Strategies ......................................................................................... 10

7. Strategy Implementation Plan ............................................................................................................ 11

7.1 Activity 1: Attraction and Retention ................................................................................................. 11

7.1.1 Entice Post-Secondary Students from Outside the Region to Remain Once they Graduate ...... 11

7.1.2 Attract a Critical Mass of Employers in Specific Industries ........................................................ 12

7.1.3 Encourage Immigration of Qualified Workers Through Representation Abroad ....................... 13

7.2 Activity 2: Information Dissemination .............................................................................................. 14

7.2.1 Provide Labour-Market Information through One-on-One Contact with Employers ................ 14

7.3 Activity 3: HR and Succession Plans .................................................................................................. 15

7.3.1 Provide Labour-Market Information through One-on-One Contact with Employers ................ 15

8. Measurement and Metrics ................................................................................................................. 16

9. Timeline ............................................................................................................................................... 17




December 11 th

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iii

10. Budget ............................................................................................................................................. 18

11. Next Steps ....................................................................................................................................... 18

Appendix A : Key Informant Interview Guide – Academia

Appendix B : Key Informant Interview Guide – Employers - HR

Appendix C : Dotmocracy Compilation




December 11 th

, 2014

1

1.

Background

Stakeholders from the Okanagan were asked to propose strategies and an implementation plan regarding three issues detailed in the Labour Market Outlook Study, namely:

1.

The need for “new” workers.

2.

The need for workers with a post-secondary education.

3.

The lack of HR and succession plans.

A fourth issue was raised during stakeholder interviews and discussed during the workshop:

4.

Addressing the lure of the Northern Alberta oil fields.

These key issues are summarized below.

1.1

Employers will require significant numbers of “new” workers in the next six years

Overall, employers expect that the region’s labour force will grow by approximately 18.5% during the next six years. In addition, Okanagan

Region (OR) employers will have additional hiring demands required to fill positions vacated by retiring workers and/or workers who are leaving the region. Total new hires for the region are estimated to be in excess of 75,000 workers by the year 2020.

Population growth and current migration levels are sufficient to cover between 52.3% and 69.4% of all new hires. Current net migration to the region is required to double or triple to meet labour market demands.

1.2

A large need for workers with a post-secondary education

Over the next six years more than two-thirds of new hires will require some form of post-secondary education, requiring between 37,796 and

50,345 individuals with an advanced education.

Given the current education profile of residents in the OR, it would appear that employers may experience difficulty in hiring individuals who have the appropriate level of education, as almost one-half (47%) of current OR residents do not have any education or training beyond high school.

The region also has a relatively low level of transition from grade 12 to BC post-secondary education.

Overall, 66% of 2009/2010 high school graduates in the Central Okanagan have gone on to postsecondary institutions

1

, as compared to 76% province-wide.

1

BC Ministry of Education Student Transitions to BC Public Post-Secondary Institutions - 2012/13.




December 11 th

, 2014

Figure 1.1: Percentage of First-Time 2009/2010 Grade 12 Graduates

Having Transitioned to BC Public Post-Secondary Institution within Three Years

50%

40%

30%

20%

10%

0%

100%

90%

80%

70%

60%

66%

72%

87%

62%

76%

2

Region

1.3

The majority of employers do not have an HR plan or a succession plan

Only one-third of employers reported having an HR strategy to address their workforce requirements. Additionally, only twofifths of employers reported having a succession plan for their management and more senior positions.

1.4

Northern Alberta is luring workers away from the Okanagan

During interviews to devise HR strategies following the Labour Market

Study findings, many stakeholders mentioned losing workers to the appeal of high-paying employment in the Northern Alberta oil industry.

It was noted that there would be a need to develop strategies to address possible out-migration of workers to the oil and gas sector.




December 11 th

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2.

Methodology

The development of the human resource strategy for the Central Okanagan region utilized a participatory approach. Staff from R.A. Malatest & Associates Ltd. identified a series of processes that were used to assist in the development of the HR strategy for the region. Key elements in the strategy development included:

 Completion of in-depth interviews with key education, labour market and economic development stakeholders in the region;

 Facilitation of a ½ day strategy workshop in Kelowna;

 Identification of potential actions/strategies based on the Consultants experience with similar initiatives across BC and Canada.

These activities are provided in more detail as follows:

2.1

Key Informant Interviews

Key informant interviews with industry stakeholders were employed to uncover strategic insights concerning issues in the Central Okanagan labour market.

Interviews were conducted by telephone with labour and employment experts, as well as with representatives from post-secondary institutions. Qualified individuals were identified with the help of the COEDC .

The Consultant developed a semi-structured key informant interview guide for each of the two stakeholder groups, designed to explore the appropriate key issues within a conversation of approximately 45 minutes.

A total of nine key informant interviews were conducted. The distribution of interviews is illustrated in

Table 2.1.

Table 2.1: Key Informant Interviews

Organizations

Accelerate Okanagan

Central Okanagan Economic Development Commission (COEDC)

City of Vernon

Community Futures, North Okanagan

Community Futures, Central Okanagan

Export Development Canada (EDC)

Ministry of Jobs, Tourism and Innovation

Okanagan College

University of British Columbia Okanagan (UBCO)

Total

Completed Interviews

1

1

1

1

1

1

1

1

1

9

3




December 11 th

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4

2.2

Workshop

Participants in the key informant interviews, as well as a few others identified by the COEDC, were invited to participate in a workshop held on November 6 th

2014, in Kelowna. The discussion focused on strategic insights uncovered during the interviews. The workshop was attended by senior level stakeholders representing a variety of education, training, and/or employer organizations. Table 2.2 lists the participating organizations.

Table 2.2: Workshop Participants

Organizations Completed Interviews

Accelerate Okanagan

Central Okanagan Economic Development Commission (COEDC)

Community Futures, North Okanagan

Community Futures, Central Okanagan

Export Development Canada (EDC)

Interior Health

1

1

1

1

2

1

Total 7

Prior to the workshop, Malatest developed a series of potential options that could be pursued as part of the human resource strategy. There options were developed to address some of the key issues identified in the Human Resource Study. The development of these proposed options were based on the following lines of evidence:

 Assessment of the key issues/trends identified in the Okanagan Region Labour Market study.

 Information/recommendations as voiced by key informants

 Identification of actions/approaches utilized by other regions or industries with respect to addressing similar labour market issues.

3.

Options under Consideration

Preliminary activities completed prior to the facilitation of the workshop resulted in the Consultant developing numerous potential “action items” that could be i ncluded in a future strategy. These action items can be classified under the following headings:

1.

Labour Market Information Strategies

2.

Workforce Attraction Strategies

3.

Education/Training and Skills Upgrading

4.

Industry – Education Communication

5.

Employer Supports for HR Planning

6.

Governance Models /Strategic Leadership.

Each of these strategies had specific sub-elements which could contribute to the overarching strategy. A discussion of the overarching strategies and corresponding action items is included below.




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3.1

Labour Market Information Strategies

Context:

Development of appropriate and on-going human resource strategies will require that such initiatives are founded upon consistent, reliable and accurate data. While the labour market study completed in

2014 has significantly enhanced the understanding of human resource issues in the region, it was noted that the regular, on-going collection of labour market information would be important for several reasons; in that the information could be used to support future strategies/actions , as well as to serve as a “road map” to better measure the extent to which the region has made progress in addressing the key human resource issues faced by employers in the region. It was noted that the on-going human resource strategy would need to be informed on a regular basis rather than reliance on point in time surveys.

In addition to recognition of LMI data requirements, it was also noted that there was a need to enhance the sharing of regional labour market data with employers, education and training providers, and other stakeholder agencies.

Overall, there were several possible strategies identified for consideration with respect to labour market information. They included:

A1. Better/enhanced processes to distribute information to employees, job seekers, employers, education and training agencies and other stakeholders.

 Media

 Information packages

A2. Utilization of regular, ongoing data collection processes to provide “continuous” labour market information to decision-makers in the region. Such processes could include:

 5 minute annual survey (telephone/online) with employees

 Use of existing “business walks” to gath er information

A3. Development of a specific web or online portal in which employers/job seekers/other stakeholders could access labour market information via web-based resources.

3.2

Workforce Attraction Strategies

Context:

The results of the labour market study suggests that the Okanagan Region will require 75,000 workers by the year 2020 to meet the entire labour demand (employment expansion, retirements, other turnovers) in the region. In contrast, based on historical patterns, the region can expect that existing and projected supply will be sufficient to only satisfy between one-half to two-thirds of the total employment demand. In this context, it was noted that innovative strategies should be pursued to attract new workers to the region, as well as to potentially “re engage” workers who have left the labour force and/or have retired.

Key workforce attraction strategies advanced for consideration included:

B1. Adoption of strategies/initiatives that would encourage workers living offshore to relocate to the region. This would include:




December 11 th

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 Promotion to the region in countries viewed as having a good match with Central

Okanagan employers (immigration strategy).

 Initiatives designed to enhance credential recognition/certification of foreigntrained professionals.

B2. Adoption of strategies/initiatives that target workers in other regions of Canada.

This could include:

 Marketing campaigns that promote the benefits of living and working in the Central

Okanagan region.

 Strategies/activities designed to lure back former residents who have left the region.

B3. Provide materials/assistance to employers to support their activities/outreach to attract workers to their establishment/sector.

B4. Improve transportation to and from the region to allow for more flexible workplace arrangements (improved regional transportation, other).

B5. Develop a specific marketing campaign designed to encourage employees working in Northern Alberta to consider living in the Okanagan.

B6. Other attraction strategies such as:

 Networking structures for recently arrived professionals (i.e. Okanagan Young

Professionals).

 Emphasis on co-op education programs to attract students to come to the

Okanagan (and hopefully remain after completion of their education).

 Marketing/promotional campaigns using industry specific media.

3.3 Education/Training and Skills Upgrading

Context:

In addition to the identification of a major shortage of workers in the region, the Okanagan Labour

Market Outlook Study included a discussion of the “skills deficit” facing Okanagan employers. In particular, numerous employers cited challenges in finding individuals with the appropriate level of education or skills. In fact, more than two-thirds of the future workforce in the Okanagan will require some post-secondary education (trade certificate, college diploma, or university degree). The demand for employees with post-secondary education significantly outstrips the regions current ability to produce the required number of graduates.

The preliminary consultations with stakeholders resulted in the development of several promising strategies to address the current and looming skills deficit. Among these included:

C1. Marketing campaigns that target Okanagan youth providing insights/information as to future job opportunities associated with post-secondary education.

C2. Promotion of trades/technical career paths for high school students who are not considering university.




December 11 th

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C3. Skills upgrading for older workers/mature learners who would benefit from a more flexible instructional schedule.

C4. Attractive promotion of the region to individuals in post-secondary programs outside of the Okanagan region.

3.4

Industry – Education Sector Communication

Context:

It is expected that the training needs of employers will not remain static over time. The convergence of new industries, new technologies and new business processes will increase the need to have alignment between courses/programs offered in post-secondary education institutions with work-world demands.

It was noted that employers needed to be able to effectively communicate their needs to training bodies, and that the training bodies must also have a conduit to respond to employer requirements.

Stakeholders engaged in the strategy discussions identified several potential strategies/actions that could be adopted that would strengthen the link between industry and training providers. Potential actions included:

D1. Facilitation of meetings/opportunities to allow more one on one interaction between employers and education/training institutions.

D2. Supporting employers to develop industry or sector education/training requirements that can be communicated to training establishments.

D3. Establishment of more formal education liaison roles in public colleges/universities to ensure that there is a focal point to canvass and coordinate industry requirements to respective departments/institutions.

D4. Establishment of training “brokering” models whereby employers are p rovided with a mechanism through which group training can be organized and scheduled with employers who share similar training needs.

3.5

Employer Supports for HR Planning

Context:

Employers in the Okanagan will be facing ever increasing human resource pressures associated with an aging workforce, retirements, and the need to develop proactive attraction, recruitment and retention strategies. However, it appears that human resource planning capacity is limited; only one-third of

Okanagan employers have a Human Resource strategy and only two-fifths have a succession plan for critical occupations in their organization.

Stakeholders suggested various strategies to mobilise employers and provide information on HR and succession planning:

E1. Convince employers who would benefit from HR or succession plans to put them in place.




December 11 th

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E2. Make HR and succession plans part of one-on-one consultations with employers.

 Include on-site individual coaching.

E3. Organise conferences to inform employers.

E4. Include human resource/succession plan development in post-secondary business management programs.

4.

Governance

Underlying this implementation plan is the assumption that there is an industry organization or body which will provide leadership and oversight, and that there is the financial capacity to undertake the initiatives. While suggestions have been made in each of the action plans around the level of funding for the various initiatives, the sector must identify an overall leadership entity for the purposes of implementation. Without this, the implementation could easily founder and the responsibility and accountability would be unclear, compromising all activities.

The present implementation plan is overseen by the Central Okanagan Economic Development

Commission (COEDC). Most stakeholders, including representatives of the COEDC, felt that the

Commission should remain the lead on this project to oversee the implementation of initiatives in this plan. However, members insisted that the Committee should consider broader stakeholder representation, to include education and training resources. Stakeholders also insisted on the importance of working collaboratively with organizations from neighboring Okanagan regions, so that efforts could be coordinated throughout the region.

5.

Strategic Partnerships and Collaboration

Whatever the focus of each prioritized initiatives, some collaboration strategies are transversal. They form the basis of the implementation plan:

1COEDC involvement : The Central Okanagan Economic Development Commission was systematically named as the organization best positioned to coordinate the suggested labour market strategy.

2A liaison officer : Stakeholders recommended the nomination of a liaison officer to coordinate the various initiatives, facilitate communications between the various organisations and ensure follow-through. Going forward, resources will also need to be allocated to this administrative support function.

3Mentorship : Students, immigrant workers, start-ups and seasoned employers looking at growing or passing on their business would all benefit from the support of someone who has been in their situation and dealt with it successfully. A centralised mentorship program would benefit all.

4Coordination between employers and post-secondary institutions : Many strategies require the alignment of employer needs and post-secondary institutions. Broader employer involvement is required.




December 11 th

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5Coordination between regions : Much of the issues facing the central Okanagan region are of concern to the Okanagan as a whole. A concerted inter-regional effort would be in the interest of all.

9




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6.

Prioritization of Labour Market Strategies

In the course of the November 6 th

workshop, participants were asked to prioritize the proposed labour market strategies. They cast their votes through a “dotmocracy” exercise. They were each given dots to place next to the most important initiatives. Blue dots were worth 2 points and green dots, 1 point. The scores for the five highest rated initiatives are displayed in Figure 6.1 below.

Figure 6.1 Top Six Labour Market Initiatives

Entice post-secondary students from outside the region to remain once they graduate

Attract a critical mass of employers in specific industries

Provide labour market information through one-on-one contact with employers

Make HR and succession plans part of one-on-one consultations with employers

Encourage immigration of qualified workers through representation abroad

8

8

7

6

5




December 11 th

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7.

Strategy Implementation Plan

7.1

Activity 1: Attraction and Retention

In the course of the interviews, the largest number of suggestions were related to workforce attraction and retention. Strategies in this category also generated the greatest amount of attention during the workshop. Three of the top five initiatives were aimed at attracting and retaining workers:

 Entice post-secondary students from outside the region to remain once they graduate.

 Attract a critical mass of employers in specific industries.

 Encourage immigration of qualified workers through representation abroad.

Objective/Deliverable 7.1.1 Entice Post-Secondary Students from Outside the Region to Remain

Once they Graduate

Specific Action Plan While the region is successful in enticing young people to study in the area, students tend to move away once they have graduated.

Action Steps:

1.

Facilitate communications between employers and post-secondary

Estimated Cost

Immediacy institutions, beyond the current advisory committee, including an annual forum of employers.

2.

Develop marketing material for soon-to-be or recent graduates that identify opportunities and benefits of remaining in the region.

3.

Provide mentorship support for students and/or recent graduates (link graduates to work opportunities).

Participants COEDC, University of British Columbia Okanagan, Okanagan College and other post-secondary institutions, liaison to coordinate the efforts.

Students at post-secondary institutions. Audience

Resources Required Access of a larger group of employers to education advisory committee, liaison to coordinate the efforts, mentors.

$50,000+

Year 1 - Q2 and ongoing .




December 11 th

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Objective/Deliverable 7.1.2 Attract a Critical Mass of Employers in Specific Industries

Specific Action Plan Concentrations of employers in specific sectors have a range of benefits.

They enhance the region’s branding and justify the implementation of training programs as well as the cost of specialised installations. The context becomes favourable to student and employee attraction and retention.

One oft-cited example is the animation industry. The installation of the

Disney online studios in Kelowna has given rise to a cluster of animation start-ups who benefit from Okanagan College specialised training on or near their premises.

Action Steps:

1.

Develop employer and employee-focused marketing material.

Participants

2.

Facilitate communications between employers and post-secondary institutions to provide training in high-potential sectors.

3.

Promote the specialised training programs.

4.

Provide mentorship support for start-ups.

COEDC, Employers, University of British Columbia Okanagan, Okanagan

College and other post-secondary institutions liaison to coordinate the efforts.

Audience Established employers and start-ups.

Resources Required Access of a larger group of employers to education advisory committee, liaison to coordinate the efforts, mentors, marketing materials.

Estimated Cost

Immediacy

$50,000+


12




December 11 th

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Objective/Deliverable 7.1.3 Encourage Immigration of Qualified Workers Through Representation

Abroad

Specific Action Plan Immigration is seen to be one of the most promising avenues for the development of the labour market. The COEDC has already coordinated a few recruitment efforts abroad. The initiatives have been successful in attracting high numbers of qualified or highly trainable employees. Younger workers are particularly sought after, since their skills are likely to be up to date and they are expected to stay longer in the workforce. It is also the hope of stakeholders that immigrant workers will raise children who will one day opt to stay in the region.

Action Steps:

1.

Maintain and intensify efforts abroad by involving more employers, in a concerted recruitment effort.

2.

Use social media to reach out to potential workers.

3.

Develop and enhance bridging programs to facilitate the licensing/credential recognition of qualified professionals.

4.

Facilitate communications between employers and post-secondary institutions to provide additional bridging programs.

5.

Provide mentorship support for newly arrived employees.

COEDC, Employers, University of British Columbia Okanagan, Okanagan Participants

Audience

College, other post-secondary institutions.

Qualified or highly trainable employees.

Resources Required Access of a larger group of employers to education advisory committee,

Estimated Cost

Immediacy liaison to coordinate the efforts, mentors, marketing materials.

$80,000-$100,000


13




December 11 th

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7.2 Activity 2: Information Dissemination

Also in the top five priorities was the provision of labour market information to employers. This was thought to be best handled through one-on-one contact, as information could be industry-specific and passed on in a context where employers were able to give it their full attention and ask questions if needed.

Objective/Deliverable 7.2.1 Provide Labour-Market Information through One-on-One Contact with Employers

Specific Action Plan The labour market is in constant evolution, particularly in the high-tech industry. Employers need to be kept informed of impending employee shortages in general and of specific trends that are likely to affect their industry. According to stakeholders, Okanagan employers are not currently foreseeing employment challenges. The fear is that instead of being proactive, companies will react only when faced with pressing issues.

Adjustments to HR strategies may come too late.

In addition to this concern, it is believed that employment centres possess a large amount of data on employment trends but that they are failing to make the information readily available.

Action Steps:

1.

Require employment centres to share information on employment trends.

Participants

2.

Set up a website with information relevant to employers in the Okanagan region.

3.

“Push” information through specialised industry publications.

4.

Present the information during individual consultations with employers and help them foresee the consequences for their business.

5.

Implement HR-focused business walks, based on the model of the current walks, to gather and disseminate information.

6.

Introduce an annual 5-minute survey of employers to identify emerging trends and needs.

COEDC , Accelerate Okanagan and Community Futures and likeminded organizations, employment centres.

Audience Employers.

Resources Required Data base, employer survey, website.

Estimated Cost

Immediacy

$75,000+


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December 11 th

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7.3 Activity 3: HR and Succession Plans

HR and succession plans are best discussed when consultants have employers’ full attention and are able to tailor their discourse to the situation at hand.

Objective/Deliverable 7.3.1 Provide Labour-Market Information through One-on-One Contact with Employers

Specific Action Plan HR and succession plans are best discussed when consultants have employers’ full attention and are able to tailor their discourse to the situation at hand. Several factors explain why most employers have neither plan:

1Many employers are too busy with day-to-day operations to have a long-term vision for their business.

2Several are not aware of the importance of these plans to ensure prosperity in the long term.

Participants

Audience

3Most do not have the training to develop an HR or succession plan.

4Many owners refuse to face the reality that they will have to one day relinquish their business. Not having a succession plan, once they reach retirement age they are often forced to close shop.

5It seems that HR and succession planning is not necessarily a component of management training.

Action Steps:

1.

Raise awareness of the importance of HR and succession plans.

2.

Identify HR consultants who can provide such training.

3.

Include HR and succession planning in management programs.

COEDC , Accelerate Okanagan and Community Futures and likeminded organizations.

Employers and HR consultants, Okanagan College, University of British

Columbia Okanagan.

Resources Required Marketing/Promotional materials designed to identify issues associated with poor/limited HR planning. Inclusion of HR planning resources on proposed

LMI website. Establishment of HR consultant directory.

Estimated Cost

Immediacy

$30,000+


15




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8.

Measurement and Metrics

It will be important to measure the overall impact of the strategy implementation plan to ascertain to what extent it addressed the challenges identified in the 2020 Labour Market Outlook Study. The COEDC will want to assess and document progress toward attracting and retaining workers, disseminating information, answering the need for post-secondary graduates, facilitating communication between employers and post-secondary institutions and promoting the HR and succession planning. Effective measurement will also provide evidence for any program modification or adjustements which may be contemplated throughout the project.

Objective/Deliverable Benchmarking and Mesurement of Results of Strategy/Implementation

Plan Activities

Specific Action Plan This activity involves measuring the impact of initiatives executed over the course of implementing the labour market strategies:

Action Steps:

Participants

1Engage consultant to develop metrics and data capture strategy.

2Develop measurement framework and schedule, including agreement on how the data will be captured and by which party.

3Conduct annual or bi-annual measurement.

4Review results or measurement to assess impact.

5Make adjustments to activities, as required.

6Report across the region on incremental gains.

7Make changes or modifications to measurement protocol and/or schedule as required.

COEDC , Accelerate Okanagan and Community Futures and likeminded organizations, employer, post-secondary institutions, consultant.

Audience Employers.

Resources Required Consultant.

Estimated Cost

Immediacy

$15,000

Year 1 – Q1 to determine metrics and expected outcomes. Q2 and ongoing for measurements and reporting.




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9.

Timeline

The timeline is articulated under the assumption that project leadership has been confirmed and it also assumes that financial support for activities has been secured.

D

C

E

Develop

Conduct

Establish

Year 1 Year 2 Year 3

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Cross-Activity Coordination Initiatives

Adopt and refine implementation plan

Hire a liaison officer to coordinate efforts

Develop and centralise mentorship resources

Improve employer-PS institution communications

Activity 1 - Attraction and Retention

Develop materials for soon-to-be or recent PS graduates

Develop employer and employee-focused marketing material

Develop materials to market specialised training programs.

Maintain and intensify recruitment efforts abroad

Use social media to reach out to potential workers

Activity 2 - Information Dissemination

Require employment centres to share information

Set up and maintain a website

Push information throught specialised publications

Present the informationto employers one-on-one.

Use business walks to gather and disseminate information

5-minute survey of employers

Activity 3- HR and Succession Plan

Raise awareness of their importance

Provide individual training

Include HR and succession planning in management programs

Performance Measurement

Etablish measurement parameters

Measure results at outset

D

D

C

D

C

D

D

D

D

D

D

D C

D

D

D

D

D C

D

C

C

C

C

C

C

E

E

C

E

C

C

C

C

C

E

E

C

C

C




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, 2014

18

10.

Budget

The budget figures below are rough estimates that emerged from the interviews and workshop discussions. Where an activity area or initiative has a range, the higher number has been used in calculating the overall budget. Actual budget numbers would be developed in the next steps when concrete activities are scoped and defined. In the interim, potential funding sources should be investigated as well as partnership initiatives with employers and neighbouring regions.

Estimated Cost

Activity 1 - Attraction and Retention

Entice Post-Secondary Students to Remain After Graduation

Attract a Critical Mass of Employers in Specific Industries

Encourage Immigration of Qualified Workers through Representation Abroad

Activity 2 - Information Dissemination

Activity 3- HR and Succession Plan

Performance Measurement

Total Estimated Budget

$50,000

$50,000

$100,000

$75,000

$30,000

$15,000

$320,000

11.

Next Steps

An effective human resource strategy for the Central Okanagan region will require that the momentum gained so far be leveraged to encourage the adoption of strategies/initiatives that will assist the region in terms of addressing current and looming labour market pressures.

While COEDC has been identified as the best candidate to implement the identified strategies or actions, it is critical that COEDC also develop effective and transparent partnerships with a variety of stakeholders (employers, education and traning, labour, other) in the region to help advance the proposed HR strategy. COEDC should consider the establishment of an inclusive structure, such as a

“workforce development committee”, that will help guide the implementation of the strategy as well as identifyy new or emergent HR priorities in the coming years.

Next steps in terms of the HR strategy should include:

Formulation of COEDC’s role in terms of guiding/implementing identified HR strategies;

Establishement of a broad-based advisory committee (Workforce Decelopment Committee) to help guide the roll-out of the HR initiatives;

Identification of potential funding sources that can support the identified initiatives.

Development of a specific implementation plan.




December 11 th

, 2014

Appendix A: Key Informant

Interview Guide - Academia

2

Appendix A - COEDC Workforce Strategies

Guide - Academia

Key Informant Interview Guide

Central Okanagan Economic Development Commission

Development of Implementation Plan

Academia

Invitation letter (Optional)

The Okanagan Region is experiencing a demographic shift that will create significant long-term challenges to the economic future of the region. Declining birth rates and an aging workforce are affecting the local, regional and provincial economy.

The Central Okanagan Economic Development Commission (COEDC) is conducting a critical project for the development of a coordinated strategy that will inform future investments in labour market and training programs. The Commission is funded by and accountable to the elected board of the Regional District of Central Okanagan (RDCO).

A labour market analysis, involving employer interviews and surveys, was conducted to identify labour market issues and challenges. To build on these results, the COEDC is conducting further research in order to develop potential strategies and an implementation plan to mitigate the regional long-term labour challenges.

The COEDC is requesting your participation in an interview. The study targets Central Okanagan labour market stakeholders. The objective is to investigate strategies to address Central

Okanagan labour market challenges and address future labour force requirements in the region for the next five years (2015 to 2020). The COEDC has retained R. A. Malatest & Associates Ltd. to conduct the interviews.

Your participation in the interview is voluntary and information pertaining to any organization or person will not be published and will be treated as strictly confidential. For more information on the study, please contact Sylvie Croteau of R. A. Malatest & Associates Ltd., at 1-800-665-

5848 (Ext. 319) or s.croteau@malatest.com

.

Introduction

Thank you for agreeing to participate in this interview.

The services of R.A. Malatest & Associates Ltd. have been retained by the Central Okanagan

Economic Development Commission to complete a labour market outlook study for the Central

Okanagan region.

The purpose of the study is to investigate strategies to address Central Okanagan labour market challenges and address future labour force requirements in the region for the next five years

(2015 to 2020). The results of all the research will be aggregated by R.A. Malatest & Associates and provided in a final report.

Labour Market Study

Growing in the Okanagan 2020 Labour Market Project

R. A. Malatest & Associates Ltd.

September 22 nd

2014

Do you have any questions before we begin?

3


Guide - Academia




September 22 nd

2014

4


Guide - Academia

Section A: Issues Overview

Recruitment and retention of workers is becoming an increasingly important challenge in the

Central Okanagan Region. In the first phase of this study, three types of issues were identified concerning the labour market outlook for the next five years:

Current labour force growth is insufficient to meet regional labour force needs.

There is expected to be a shortage of qualified workers with a post-secondary education .

The majority of employers do not have an HR plan or a succession plan . a) Are you aware of any other labour market issues that the region is dealing with or will be facing in the coming years?

Are you aware of any challenges the region is facing in attracting workers?

Are you aware of any challenges the region is facing in retaining workers?

Section B: Management and Coordination of Efforts

1 - Coordinating Efforts at the Regional and Local Level

There are numerous organizations within the Okanagan region that influence the human resources environment, including: federal and provincial governments, local education and training providers, employers and local community leaders. As a result, a human resource strategy would require the input and coordination from a range of organizations . a) How would you suggest coordinating efforts to develop a human resources strategy for the region?

P ROBE : Which stakeholders should be involved? What should their mandate be?

P ROBE : Is there an existing organisation or structure that would be a natural fit to steer current/future labour market initiatives?

P ROBE : Is there a need for a different structure at the local level as compared to a regional level? P ROBE : Who should their initiatives target?

P ROBE : What should their action plan be? Please describe the steps that stakeholders should be undertaking to fulfill their mandate.

P ROBE : What resources would be required?

P ROBE : To the best of your knowledge what would be the costs of coordinating this effort?

P ROBE : What should be the timeframe for implementing this?




September 22 nd

2014

5


Guide - Academia

Section C: Skills and Training

1 – Addressing the Need for Workers with a Post-Secondary Degree

Over the next six years, more than two-thirds of new hires in the region will require some form of post-secondary education. By contrast, close to one half of current OR residents do not have any education or training beyond high school. a) What strategies should be considered to address the gap between the proportion of positions requiring post-secondary education and the proportion of residents with a postsecondary degree?

P ROBE : Are you aware of other regions that have successfully developed strategies to address a lack of workers with a post-secondary degree? I F SO : Please describe those strategies. Should the Central Okanagan Region consider these strategies? b) F OR EACH STRATEGY IDENTIFIED :

P ROBE : Who should be involved in developing this strategy?

What should be the mandate of each of the parties involved?

P ROBE : What should their action plan be? Please describe the steps that stakeholders should be undertaking.

P ROBE : Who should be the target of these initiatives?


P ROBE : To the best of your knowledge what would be the costs involved in implementing this strategy?


2 – Structuring Communications between Employers and Post-Secondary Institutions

Coordination of communication between post-secondary institutions and employers requires regular direction or oversight to ensure that employers are able to express their needs and the institutions are able to respond . Programs relevant to employer demands should be available.

Conversely, institutions should not be over-saturating the labour market in areas in which job opportunities are limited. a) How can communications be facilitated between employers and post-secondary institutions?

P ROBE : Is your organization engaging in any collaborative efforts with post-secondary institutions?

I F SO :

 How is this structured?

 What is the objective of these efforts?

 What are the outcomes of these efforts?

 Are you encountering or have you encountered any difficulties?




September 22 nd

2014

6


Guide - Academia b) F OR EACH STRATEGY IDENTIFIED :

P ROBE : In your opinion, what should be the objective of the communication initiative?

P ROBE : Who should be involved in this communication initiative?

P ROBE : What should be the mandate of each of the parties involved?

P ROBE : What should their action plan be? Please describe how employers and educational institutions should proceed to communicate about training needs.



P ROBE : What should be the timeframe for implementing this? c) One of the challenges in developing targeted training is the lag between enrollment and entering the labour force . How can this challenge be addressed?

3 – Upgrading of Unemployed Individuals ’ Work Skills

Training and skill upgrading may be required to prepare currently unemployed individuals to fill local vacancies. Unemployed individuals may have begun work without a high school diploma, or may not have taken any education in decades. As a result, they may not be prepared to enter a skills upgrading course that relies on basic literacy and numeracy skills. a) What strategies and what training plans should be implemented to prepare individuals currently unemployed to enter the local labour market? b) F OR EACH STRATEGY IDENTIFIED :

P ROBE : In your opinion, who should be involved developing this strategy? What should be the mandate of each of the parties involved?

P ROBE : How should the training programs be administered? Who should administer the programs? How should the programs be promoted?

P ROBE : What should the action plan be? Please describe the steps involved in designing the programs and administering them.

P ROBE : Who should be the target of these programs?







September 22 nd

2014

7


Guide - Academia

4 – Fulfilling the Needs of High Technology Industries

High technology industries within the Okanagan Region are expected to continue to grow as they deploy and commercialise new technologies. The industries will require specialized workers with a post-secondary education . a) What strategies should be considered to anticipate and fulfill the human resources needs of high technology industries?

P ROBE : Are you aware of any strategies employed in other regions to anticipate and fulfill the human resources needs of high technology industries? I F SO : please describe those strategies.

P ROBE : Does your organization recruit individuals with high technology background or training? I F SO : What practices does your organization undertake to anticipate and fulfil its HR needs in the high technology sector? b) F OR EACH STRATEGY IDENTIFIED :

P ROBE : In your opinion, who should be involved developing this strategy? What should be the mandate of each of the parties involved?

P ROBE : What should the action plan be? Please describe the steps that stakeholders should be undertaking to develop attraction strategies.





5 – Assisting Employers in the Development of HR and Succession Plans

Employers report a need for assistance in business development and management. Only onethird indicate having an HR strategy to address their workforce requirements and only two-fifths report having a succession plan for their management and more senior positions. a) What could be done to help employers develop succession strategies and HR strategies to address their workforce requirements?

P ROBE : Are you aware of any strategies employed in other regions to assist employers in business growth and planning? I F SO : Please describe those strategies.




September 22 nd

2014

8


Guide - Academia b) F OR EACH SUGGESTION :

P ROBE : In your opinion, who should be involved developing this? What should be the mandate of each of the parties involved?






Section D: Additional Strategies and Prioritization

a) We have been discussing labour market issues in the Central Okanagan area and strategies to address these issues.

Are there any other issues that we have not discussed and that you would like to bring up?

Are there any other strategies you would suggest to develop and sustain the Central

Okanagan Labour Market? b) Among all the strategies we discussed today, which are the top three priorities? Please explain.

R ECAP :

Coordinating efforts at the regional and local level

Addressing the need for workers with a post-secondary degree

Structuring communications between employers and post-secondary institutions

Upgrading unemployed individuals’ work skills

Fulfilling the needs of the high technology industries

Assistance to business leadership in the development of HR and succession plans

A DD STRATEGIES SUGGESTED BY THE INFORMANT THROUGHOUT THE INTERVIEW .

c) Do you have any closing comments?

That is all of the questions we have for you today.

Thank you very much in assisting us in this labour market project.




September 22 nd

2014

Appendix B: Key Informant

Interview Guide - HR

2

Appendix B - COEDC Workforce Strategies

Guide - Employers - HR

Key Informant Interview Guide

Central Okanagan Economic Development Commission

Development of Implementation Plan

HR Personnel

Invitation letter (Optional)

The Okanagan Region is experiencing a demographic shift that will create significant long-term challenges to the economic future of the region. Declining birth rates and an aging workforce are affecting the local, regional and provincial economy.

The Central Okanagan Economic Development Commission (COEDC) is conducting a critical project for the development of a coordinated strategy that will inform future investments in labour market and training programs. The Commission is funded by and accountable to the elected board of the Regional District of Central Okanagan (RDCO).

A labour market analysis, involving employer interviews and surveys, was conducted to identify labour market issues and challenges. To build on these results, the COEDC is conducting further research in order to develop potential strategies and an implementation plan to mitigate the regional long-term labour challenges.

The COEDC is requesting your participation in an interview. The study targets Central Okanagan labour market stakeholders. The objective is to investigate strategies to address Central

Okanagan labour market challenges and address future labour force requirements in the region for the next five years (2015 to 2020). The COEDC has retained R. A. Malatest & Associates Ltd. to conduct the interviews.

Your participation in the interview is voluntary and information pertaining to any organization or person will not be published and will be treated as strictly confidential. For more information on the study, please contact Sylvie Croteau of R. A. Malatest & Associates Ltd., at 1-800-665-

5848 (Ext. 319) or s.croteau@malatest.com

.

Introduction

Thank you for agreeing to participate in this interview.

The services of R.A. Malatest & Associates Ltd. have been retained by the Central Okanagan

Economic Development Commission to complete a labour market outlook study for the Central

Okanagan region.

The purpose of the study is to investigate strategies to address Central Okanagan labour market challenges and address future labour force requirements in the region for the next five years

(2015 to 2020). The results of all the research will be aggregated by R.A. Malatest & Associates and provided in a final report.




September 22 nd

2014

Do you have any questions before we begin?

3






September 22 nd

2014

4



Section A: Issues Overview

Recruitment and retention of workers is becoming an increasingly important challenge in the

Central Okanagan Region. In the first phase of this study, three types of issues were identified concerning the labour market outlook for the next five years:

Current labour force growth is insufficient to meet regional labour force needs.

There is expected to be a shortage of qualified workers with a post-secondary education .

The majority of employers do not have an HR plan or a succession plan . a) Are you aware of any other labour market issues that the region is dealing with or will be facing in the coming years?

Are you aware of any challenges the region is facing in attracting workers?

Are you aware of any challenges the region is facing in retaining workers? b) Does your organization face any issues or challenges in recruiting and retaining workers ?

Section B: Management and Coordination of Efforts

1 - Coordinating Efforts at the Regional and Local Level

There are numerous organizations within the Okanagan region that influence the human resources environment, including: federal and provincial governments, local education and training providers, employers and local community leaders. As a result, a human resource strategy would require the input and coordination from a range of organizations . a) How would you suggest coordinating efforts to develop a human resources strategy for the region?

P ROBE : Which stakeholders should be involved? What should their mandate be?

P ROBE : Is there an existing organisation or structure that would be a natural fit to steer current/future labour market initiatives?

P ROBE : Is there a need for a different structure at the local level as compared to a regional level? P ROBE : Who should their initiatives target?

P ROBE : What should their action plan be? Please describe the steps that stakeholders should be undertaking to fulfill their mandate.


P ROBE : To the best of your knowledge what would be the costs of coordinating this effort?





September 22 nd

2014

5



2 – Information Dissemination

Employers’ needs are constantly changing. They need to be informed of the changing requirements and skill sets in each region. a) How should this information be distributed?

P ROBE : How should the information be gathered?

P ROBE : Who should provide the information?

P ROBE : What information should be gathered?

P ROBE : What are your information needs?

P ROBE : Who should be involved in defining the information needs? What should be the mandate of each of the parties involved?

P ROBE : What should the action plan be? Please describe the process to establish information needs.

P ROBE : Who should have access to the information? How should it be communicated?


P ROBE : To the best of your knowledge what would be the costs involved in coordinating this effort?

P ROBE : What should be the timeframe for implementing this? b) How would you feel about completing a 5-minute annual survey to provide labour force approximations and predictions for the coming year, as well as address potential skill shortages ?

Section C: Recruitment and Attraction Strategies

In the coming years, there will be a significant gap between the total number of workers needed and the current capacity of the region to supply such workers. The region is looking for innovative strategies to attract new workers and potentially “re engage” workers who have left the labour force and/or have retired. a) What recruitment and attraction strategies should be considered?

P ROBE : Does your organization face any issues in recruiting and retaining workers? I F

SO : What practices does your organisation undertake to address these challenges?

P ROBE : Are you aware of other regions that have successfully developed strategies to attract and retain workers? I F SO : Please describe those strategies. Should the

Central Okanagan Region consider these strategies?




September 22 nd

2014

6


Guide - Employers - HR b) F OR EACH STRATEGY IDENTIFIED :






P ROBE : To the best of your knowledge, what would be the costs involved in implementing this strategy?


Section D: Skills and Training

1 – Addressing the Need for Workers with a Post-Secondary Degree

Over the next six years, more than two-thirds of new hires in the region will require some form of post-secondary education. By contrast, close to one half of current OR residents do not have any education or training beyond high school. a) What strategies should be considered to address the gap between the proportion of positions requiring post-secondary education and the proportion of residents with a postsecondary degree?

P ROBE : Does your organisation have any programs in place to attract individuals with a post-secondary education?

P ROBE : Are you aware of other regions that have successfully developed strategies to address a lack of workers with a post-secondary degree? I F SO : Please describe those strategies. Should the Central Okanagan Region consider these strategies? b) F OR EACH STRATEGY IDENTIFIED :











September 22 nd

2014

2 – Attracting Post-Secondary Graduates to the Region

7



The large number of projected post-secondary educated vacancies may not be able to be addressed locally, requiring post-secondary graduates to move to the region. a) How can the Central Okanagan Region attract recent post-secondary graduates from other areas to the Central Okanagan Region?

P ROBE : Are you aware of any recruitment strategies employed in other regions to attract recent post-secondary graduates? I F SO : please describe those strategies.

P ROBE : Does your organization undertake specific practices to attract recent postsecondary graduates from outside the region? I F SO : Please describe these practices.

P ROBE : What do you view as the primary draw into the region specifically for recent post-secondary graduates? What strengths do you believe the region has to recruit and retain them? Are any being under-utilized or poorly promoted?

b) F OR EACH STRATEGY IDENTIFIED :

P ROBE : In your opinion, who should be involved in developing this strategy?


P ROBE : What should the action plan be? Please describe the steps that stakeholders should be undertaking to develop attraction strategies.








September 22 nd

2014

8



3 – Structuring Communications between Employers and Post-Secondary Institutions

Coordination of communication between post-secondary institutions and employers requires regular direction or oversight to ensure that employers are able to express their needs and the institutions are able to respond . Programs relevant to employer demands should be available.

Conversely, institutions should not be over-saturating the labour market in areas in which job opportunities are limited. a) How can communications be facilitated between employers and post-secondary institutions?

P ROBE : Is your organization engaging in any collaborative efforts with post-secondary institutions?

I F SO :

 How is this structured?

 What is the objective of these efforts?

 What are the outcomes of these efforts?

 Are you encountering or have you encountered any difficulties? b) F OR EACH STRATEGY IDENTIFIED :

P ROBE : In your opinion, what should be the objective of the communication initiative?

P ROBE : Who should be involved in this communication initiative?

P ROBE : What should be the mandate of each of the parties involved?

P ROBE : What should their action plan be? Please describe how employers and educational institutions should proceed to communicate about training needs.



P ROBE : What should be the timeframe for implementing this? c) One of the challenges in developing targeted training is the lag between enrollment and entering the labour force . How can this challenge be addressed?




September 22 nd

2014

9



4 – Assisting Employers in the Development of HR and Succession Plans

Employers report a need for assistance in business development and management. Only onethird indicate having an HR strategy to address their workforce requirements and only two-fifths report having a succession plan for their management and more senior positions. a) What could be done to help employers develop succession strategies and HR strategies to address their workforce requirements?

P ROBE : Are you aware of any strategies employed in other regions to assist employers in business growth and planning? I F SO : Please describe those strategies.

P ROBE : Does your organization receive any assistance in business growth and planning? I F SO : Who provides this assistance? How is it structured? How helpful has this been? b) F OR EACH SUGGESTION :

P ROBE : In your opinion, who should be involved developing this? What should be the mandate of each of the parties involved?









September 22 nd

2014

10



Section E: Additional Strategies and Prioritization

a) We have been discussing labour market issues in the Central Okanagan area and strategies to address these issues.

Are there any other issues that we have not discussed and that you would like to bring up?

Are there any other strategies you would suggest to develop and sustain the Central

Okanagan Labour Market? b) Among all the strategies we discussed today, which are the top three priorities? Please explain. R ECAP :

Coordinating efforts at the regional and local level

Dissemination of HR information

Recruitment and attraction strategies

Addressing the need for workers with a post-secondary degree

Attracting recent post-secondary graduates to the region

Structuring communications between employers and post-secondary institutions

Assistance to business leadership in the development of HR and succession plans

A DD STRATEGIES SUGGESTED BY THE INFORMANT THROUGHOUT THE INTERVIEW .

c) Do you have any closing comments?

That is all of the questions we have for you today.

Thank you very much in assisting us in this labour market project.




September 22 nd

2014

APPENDIX C:

COMPILATION OF DOTMOCRACY

EXERCISE

Dotmocracy Compilation

Attract and Retain

Workers

Entice postsecondary students from outside the region to remain once they graduate

Attract a critical mass of employers in specific industries

Encourage immigration of qualified workers through representation abroad

Encourage peer mentorship initiatives

Increase salaries

Develop marketing materials for employers to tailor and disseminate

Recruit mature families

Engage the older workers

Facilitate the immigration process

8

8

5

3

3

2

2

1

1

Information

Dissemination

Provide information through one-on-one contact with employers

Require employment centres to package and release the information to which they have access

7

2

Use business walks to gather information

The onus should be on employers to seek out information

2

2

Need for Post-Secondary

Utilize broader retention and attraction strategies

Align schedule and location of continuing education with the constraints of mature students

3

2

Employer-Institution

A liaison to coordinate efforts

On-site training tailored to an employer or a group of employers

6

3

HR and Succession Plans

Make these topics part of one-on-one consultations with employers

Convince employers who would benefit from these plans to put them in place

6

4

Human Resources Strategy and Implementation Plan: Central

Human Resources

Strategy and

Implementation Plan:

Central Okanagan

Workforce Development

Project

Introduction

Table of Contents

1.

Background

2.

Methodology

3.

Options under Consideration

4.

Governance

5.

Strategic Partnerships and Collaboration

6.

Prioritization of Labour Market Strategies

7.

Strategy Implementation Plan

8.

Measurement and Metrics

9.

Timeline

10.

Budget

11.

Next Steps

Appendix A: Key Informant

Interview Guide - Academia

Key Informant Interview Guide

Central Okanagan Economic Development Commission

Development of Implementation Plan

Academia

Invitation letter (Optional)

Introduction

Section A: Issues Overview

Section B: Management and Coordination of Efforts

Section C: Skills and Training

Section D: Additional Strategies and Prioritization

Appendix B: Key Informant

Interview Guide - HR

Key Informant Interview Guide

Central Okanagan Economic Development Commission

Development of Implementation Plan

HR Personnel

Invitation letter (Optional)

Introduction

Section A: Issues Overview

Section B: Management and Coordination of Efforts

Section C: Recruitment and Attraction Strategies

Section D: Skills and Training

Section E: Additional Strategies and Prioritization

APPENDIX C:

COMPILATION OF DOTMOCRACY

EXERCISE

Dotmocracy Compilation

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