The Demographic Reality

1. “10 Steps to an Innovative World-Class Industry Training System and Skilled Workforce”Submission to Honourable Allan Rock, Minister of Industryby Kerry Jothen, CEO of Human Capital StrategiesAugust 8, 2002

2. The Demographic Reality Population Growth BC Stats, 2002

3. Aging hits traditional occupations harder *From Jock Finlayson, BCBC, May 9/02 Business Council of BC Conference

4. How are we doing in the global “war for talent”? * Industry Canada, Achieving Excellence: Investing in People, Knowledge and Opportunity, February 2002, p. 55. ** IMD Switzerland, 2001 World Competitiveness Yearbook, 2001. *** World Economic Forum, The Global Competitiveness Report: 2002, 2002.

5. Jobs Requiring Vocational and Work-Based Training are in the Majority ITAC, 2001

6. BC Innovation Summit – Human Capital has become #1 factor “Some key and immediate actions that need to be taken in BC include: • Revolutionizing education; • Changing the public mindset …to the use of innovation to drive new developments; • Encouraging lifelong learning; and, • Stimulating training and development in every facet of the provincial economy.” BC Innovation Summit Final Report, May 2002, Canadian Manufacturers and Exporters, p. 9.

7. We need: Leadership, Change and Action • “We can let the future happen or take the trouble to imagine it. We can imagine it dark or bright—and in the long run, that’s how it will be.” (David Gelertner, 2000) • “It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.” (Sir Charles Darwin) • “When all is said and done, more is said than done.” (Attributed to Lou Holtz, former Notre Dame U. football coach)

8. Step 1 – A new HR investment tax credit • Make available Human Resource Investment Tax Credits to businesses and individuals whom invest in training and education.

9. Step 2 – A new industry training champion in BC • Create a new industry-led Industry Training Corporation to champion & oversee training for trades and technical skills.

10. Small Industry-driven Focused on occupational standards & credentials Shared funding model Industry Training Organizations Stimulate competency-based training models Flexible delivery Public & private training providers The champion for trades & technical skills Industry Training Corporation

11. A Composite Sector Training Model? Government Legislation Industry Training Corporation Sector Industry Training Bodies Training Providers Training Fund Occupation Committees

12. Step 3 – A new federal-provincial agreement • Re-negotiate a new Labour Market Development Agreement that reflects a stronger priority on industry training and apprenticeship. • The current agreement represents over $200 million in federal funds in BC for services for EI and welfare clients. Few of these resources focus on trades and technical careers.

13. Step 4 - Adopt a sector approach • Establish sector industry training bodies (existing or new organizations). • No cookie cutter – different for different industries. • Not necessarily “sector councils” (i.e. could be existing bodies).

14. Step 5 – New credential & “branded” training model • Create a new training credential that provides for smaller skill sets (modules) and reflects bridging and laddering (existing and new skill areas). • Maintain and expand national standards, within and outside the Red Seal program. • Brand new “traineeships” or “mentorships” which allow young people (in school and unemployed) to more easily access trades and technical jobs. • Reduce the rules and regulations for participation in traineeships and apprenticeships.

15. Step 6 – Performance-based Funding to Training Providers • Base provincial funding of training providers on outputs and outcomes (i.e. performance-based funding model). • Include performance indicators for school districts to meet regarding career awareness & career training in trades and technical areas. • More strategic use of private training sector to achieve public policy goals.

16. Step 7 – Encourage businesses to adopt a S.M.A.R.T. approach to talent development Successfully Mentoring, Attracting and Retaining Talent

17. Establish a reputation as an employer of choice. Adopt explicit positive values with input from employees. See yourself as a Chief Talent Officer. Have a R&R system – reward both extrinsically & intrinsically. Model and stimulate passion among staff. Foster a learning organization. Equally value “soft” and technical skills. Tap into traditionally under-utilized talent pools. Strengthen/establish relationships with K-12 & PSE schools. Joint ventures with other organizations and educators. Ten ways for businesses to attract, retain & motivate human resources

18. Step 8 – On-line learning achieves 3 goals • Increase employee access. • Decrease employee/employer costs. • Increase training space capacity. (The provincial government could institute a policy that at least 20% of all full-time students’ courses are on-line.)

19. Step 9 – Tapping Under-Utilized Talent Pools

20. Step 10 – Eliminate the “class” bias against trades careers • Make trades and technical careers more attractive to young people in your community and business. • Initiate a comprehensive, sustained national promotion campaign. • Engage parents, youth, educators and the media. • A comprehensive, national sustained campaign.

21. Key points to leave you with: • Demographics mean it is not just a “skills” shortage – it’s a qualified people shortage. • As a country, province, sector, region, company, or individual, we ignore the skills challenge at our peril. • Action can be taken; solutions are at hand. • Collaboration, partnerships, alliances. • It’s a lot about ATTITUDE: Leadership, Change, Action.

22. Contact: Kerry Jothen Human Capital Strategies Telephone: (250) 213-9231 E-Mail: kerryjothen@shaw.ca Website: www.humancapitalstrategies.ca