Non classifié(e)

By Phillip S. Jarvis

Student success is every educator’s highest priority, but the interpretation of success is ambiguous. With only 44% of students still fully engaged in high school, down from 76% in Grade 1 (Gallup) [1], and half of out-of-school 16-25 year-olds unemployed or in precarious, low-wage, no-benefits jobs [2], it’s clear that despite best intentions education is not fully succeeding in preparing our youth for success beyond school.

Career readiness is emerging as the new standard of success, the new mantra for education. Career-ready students are prepared for success in life after high school, including postsecondary education and modern jobs and career paths. Advocates of career readiness contend that the purpose of public education is to look beyond test scores or graduation rates—success in school—to the knowledge, skills, and aptitudes (competencies) students actually need to succeed in adult life—success after school. A high school diploma, in this view, should certify readiness for post-graduation jobs and learning experiences, rather than merely the completion of secondary school [3].

This new success standard is causing in a paradigm shift to personalized, project-based, real-world learning that helps students explore and test career pathways [4] at all levels. The Harvard Graduate School of Education’s 2011 paper, “Pathways to Prosperity: Meeting the Challenge of Preparing Young Americans for the 21st Century [5] made a compelling case for encouraging students to explore multiple pathways. Their claim that the “college for all” mantra harms students and the economy sent shockwaves through the education world. It ignited many new pathways initiatives and focused attention on the Swiss and other national models that offer more cost-effective and direct pathways to career readiness.

Pathways to Prosperity co-author Dr. William Symonds presented the report’s findings in over 40 states before founding the Global Pathways Institute [6] (GPI) at Arizona State University. GPI has since convened thousands of education, business and government leaders in Washington, DC and Regional Pathways Conferences.[7] With 12 national partner organizations [8], GPI formed the Coalition for Career Development [9] to make career readiness a central priority in education and workforce systems.

The US Chamber of Commerce Foundation (USCCF) is a GPI Coalition partner. Its Making Youth Employment Work [10] series is fueling employer engagement in pathways models. USCCF has urged States to measure career readiness [11], and challenged America’s 3 million employers to provide and fund industry ‘account managers’ in school systems. Just as account managers in the private sector are responsible for ensuring customer satisfaction, USCCF recommends that businesses, as the largest consumers of the product of the education system, provide industry liaison agents to deliver quality career development services to local educators that meet workforce needs.

With Harvard Graduate School of Education’s Dr Robert Schwartz, co-author of Pathways to Prosperity, Jobs For the Future [12] is growing the Pathways to Prosperity Partnership Network [13]. It now includes eight states (AZ, CA, DE, IL, IN, MA, TN, TX); three Metro regions (Columbus/Central Ohio; Twin Cities; and Metro Madison); and two urbans (New York City; Philadelphia). Their common goal is to build and enhance members’ capacity to design, implement, improve and scale state and regional pathways systems enhance students’ career readiness by increasing the number of youth who complete high school and attain an in-demand post-secondary credential or industry certification.

The Linked Learning Alliance [14] in California believes students work harder and dream bigger if their education is relevant to them. Their approach [15] integrates rigorous academics with sequenced, high-quality career-technical education, work-based learning and supports to help students stay on track. Industry themes are woven into lessons taught by teachers who collaborate across subject areas with input from working professionals, and reinforced by work-based learning with real employers. This makes learning more like the real world of work, and helps students answer the question, “Why do I need to know this?” The result: career ready graduates.

Advance CTE [16], the national network of State Directors of career and technical education, is promoting “Putting Learner Success First: A Shared Vision for the Future of CTE.” The vision calls for systemic transformation of the education system to ensure students are career ready when they finish high school. It challenges career and technical educators to provide leadership in transforming education to truly prepare all students for a lifetime of success. Advance CTE’s vision is supported by 12 [17] national organizations representing education, business and industry, and policy.

The Ontario Ministry of Education’s Pathways to Success [18] policy requires that all students from Kindergarten to Grade 12 develop an Individual Pathway Plan. The Council of Atlantic Ministers of Education and Training is implementing Future in Focus [19], a new career readiness framework for K-12 schools in Newfoundland, Nova Scotia, Prince Edward Island and New Brunswick. The Council of Ministers of Education Canada is developing a Youth Transitions Framework to provide guidelines for education systems across the country to enhance students’ career readiness.

JPMorgan Chase & Co. launched New Skills for Youth in 2016, a $75 million, 5-year initiative [20]  to strengthen career-focused education. With the Council of Chief State School Officers [21], Advance CTE, and the Education Strategy Group [22] they challenged states to: a) dramatically increase the number of students in career pathways from secondary school to in-demand diplomas/degrees and/or industry credentials; and b) catalyze transformational programs and policies to increase students’ career readiness. In phase one, 24 states [23] and Washington, DC received $100,000 grants. In phase two, announced in January 2017, 10 states [24] are receiving $2 million over three years to expand and improve career pathways for all high school students.

The National Center for College and Career Transitions [25] mantra is: “Every learner with a dream and a plan, and every community with a capable, career ready workforce.” NC3T connects schools, post-secondary institutions, and employers to introduce students to the array of options available to them, and prepare them for pathways for which they are best suited. President and founder Hans Meeder recently authored The Power and Promise of Pathways, [26] a step-by-step guide to building a sustainable pathways system that leads students to career readiness.

WE Schools [27], a division of the WE movement founded by Craig and Marc Kielburger, is delivered in over 12,000 schools across North America and the UK. The program challenges young people to identify local and global issues that spark their passion then empowers them to take action. It provides educators and students with curriculum, educational resources and a full calendar of action campaign ideas. Through WE Schools, [28] students see school in the context of “real world” local and global issues they’re passionate about. As a result, they become more engaged in school, see the relevance of school to career pathways they are considering, and become more career ready.

The co-ed Exploring program [29] of the Boy Scouts of America teaches professional and life skills through immersive career experiences and mentorship. Businesses and community organizations initiate Explorer posts by matching their employees and organizational resources to career interests of students. The result is a program of experiential activities [30] that help students and young adults explore and pursue their career interests, thus becoming more career ready. US Chamber of Commerce President [31] Thomas J. Donohue Sr. recently challenged employers across the US to sponsor Explorer posts.

Cloud-based career exploration and pathway planning systems are now ubiquitous. Some allow students to connect with career coaches, employers, and work-based learning and help employers connect with potential future talent. Career Network of Vermilion County [32], the digital backbone of Vermilion Advantage in Illinois, is an example. It’s a US Chamber of Commerce Foundation Talent Pipeline Management pilot site. Other examples are MIBrightFUTURE [33] in Southeast Michigan and InspireNB [34] in New Brunswick, Canada. These inititatives help youth become career ready, and help employers develop talent pipelines.

The Government of Canada convened an Expert Panel on Youth Employment [35] in mid-2016 to help it understand the challenges that youth face in finding and keeping jobs and to identify promising and innovative approaches to helping all youth transition successfully into the workforce. Panelists met in-person with hundreds of young people, workforce experts, employers, community organizations and service providers. The panel’s recommendations to enhance young Canadaians career readiness will soon be public.

Canadian Prime Minister Justin Trudeau’s Youth Council, [36] the federal Youth Employment Strategy Directorate [37], the Council of Ministers of Education Canada, [38] the Forum of Labour Market Ministers, [39] and the Canadian Council for Career Development [40], among others, have youth employment and career readiness squarely on their radar screens. A coalition of provincial, territorial, and federal governments, with First Nations, youth groups, employers, community organizations, etc. – Coalition Transitions Canada – is being discussed to foster collaboration on innovations to better prepare students across the country become career ready and find their personal pathway to prosperity.

Personalized, real-world, project-based, and work-based career pathways initiatives is expanding exponentially in K-12 and postsecondary settings globally. Helping students find themselves, find relevance in their education, and find their own personal pathways to success, happiness, and prosperity – career readiness – is becoming the new mantra of education. The implications for career professionals as leaders, coaches and facilitators in this movement are exciting and profound.  

AUTHOR BIO

Phil Jarvis is Director of Global Partnerships at Career Cruising. He has led national and international initiatives to help students become career-ready, including: CHOICES, The Real Game Series, the Blueprint for Life/Work Designs, and Career Cruising. His chapter in Career Development Practice in Canada (CERIC, 2014) links career readiness to economic prosperity. He advocates for whole community commitment and collaboration (‘it takes a village’) to help all students become career-ready and transition from school to success.

References

[1] http://www.gallup.com/opinion/gallup/170525/school-cliff-student-engagement-drops-school-year.aspx

[2] http://www.edweek.org/ew/articles/2014/03/12/24davila.h33.html

[3] http://edglossary.org/career-ready/

[4] https://cte.careertech.org/sites/default/files/CareerClustersPathways.pdf

[5] https://dash.harvard.edu/bitstream/handle/1/4740480/Pathways_to_Prosperity_Feb2011-1.pdf?sequence=1

[6] http://globalpathwaysinstitute.org/about/

[7] https://youtu.be/_RCwr5pKSuk

[8] ACT, Inc., Advance CTE: State Leaders Connecting Learning to Work Association for Career and Technical Education, America’s Promise Alliance, Boston University School of Education, Council of Chief State School Officers, Manufacturing Skill Standards Council, National Career Development Association, National Collaborative on Workforce and Disability for Youth, National Governors Association, SME, U.S. Chamber of Commerce Foundation

[9] http://globalpathwaysinstitute.org/#news

[10] https://www.uschamberfoundation.org/making-youth-employment-work

[11] https://www.uschamberfoundation.org/press-release/us-chamber-foundation-urges-states-measure-students-career-readiness

[12] http://www.jff.org/initiatives/pathways-prosperity-network

[13] https://youtu.be/nHRNljE1XE8

[14] http://www.linkedlearning.org/

[15] https://youtu.be/gSdYD38dt8Y

[16] https://www.careertech.org/vision

[17] https://careertech.org/vision-supporters

[18] http://www.edu.gov.on.ca/eng/document/policy/cps/

[19] http://www.camet-camef.ca/images/Future%20in%20Focus%20Framework%20English-FINAL.docx

[20] https://www.jpmorganchase.com/corporate/news/stories/newskillsforyouth.htm

[21] http://www.ccsso.org/

[22] http://www.edstrategy.org/

[23] http://www.ccsso.org/Documents/2016/NSFYPhaseOneChiefStatements.pdf

[24] Delaware, Kentucky, Louisiana, Massachusetts, Nevada, Ohio, Oklahoma, Rhode Island, Tennessee, Wisconsin.

[25] http://nc3t.com/

[26] http://www.pathwayssherpa.com/books/the-power-and-promise-of-pathways/

[27] https://www.we.org/we-schools/

[28] https://vimeo.com/140831062

[29] http://www.exploring.org/

[30] https://youtu.be/1UtPFB0BHOA

[31] https://youtu.be/wsdlvkoY9X4

[32] http://www.cnvcinspire.org/

[33] http://mibrightfuture.org/

[34] http://www.inspirenb.ca/home

[35] https://www.canada.ca/en/employment-social-development/corporate/youth-expert-panel/interim-report.html#section1

[36] https://www.canada.ca/en/campaign/prime-ministers-youth-council.html

[37] http://www.youth.gc.ca/eng/common/yes.shtml

[38] http://www.cmec.ca/en/

[39] http://www.flmm-fmmt.ca/english/view.asp?x=1

[40] http://cccda.org/cccda/

Counsellors and employers alike are facing unique challenges as work patterns becoming increasingly non-traditional

By Adele Robertson

Baby boomers are generally defined as those people born between 1946 and 1964. Boomers have just about reinvented most life stages, succeeding in breaking down many social and cultural boundaries. They have challenged both the concepts and behaviours of youth norms, sexual freedoms, marriage and, how to parent. The process of “aging,” for this cohort, and all that surrounds the inevitable march of time, is not going to resemble anything experienced by their parents. It is not surprising that the boomers’ approach to third life transition and the end of work, can represent a challenge to career counsellors. The heretofore normative notion of “retirement” does not play well with many of this generation.

We are reminded by the classic “Sound of Music” song: “How are we going to solve the problem of Maria?” How are Canadian businesses ─ small, medium and large ─ going to solve the problems of our Marios and Marias who are seeking solid advice, and specific guidance on the issue of “retirement.” Or, as York University’s Dr Suzanne Cook calls it: “Redirection.”

A growing senior population willing to continue to work

According to Boston College Sloan Center of Aging and Work, seven in 10 American workers plan to continue to work past the age of 65 [1]. Jean-Marc MacKenzie, Senior Vice President of Canada’s Morneau Shepell Human Resource Consulting Company, reports: “We are finding more and more of our clients have very diverse workplace demographics. For instance, one of our major national clients has more individuals over the age of 75 currently employed with them than under the age of 25. The emerging and flexible work demands seem to be more attractive for older workers and it may not provide as many traditional full-time opportunities for younger workers.”

There are as many mature employee considerations as there are varieties of personalities within that demographic age, never mind their levels of career experience. According to Chris Farrell’s book, Unretirement, even those individuals who are considering packing in their jobs are closer to the age of 70 as opposed to the traditional 65.

There are many reasons why even a 70-year-old may dread leaving their workplace. With this in mind, it might be useful to revisit and reaffirm why “work” is so critical. Most individuals identify themselves by their work. Their self-image is inextricably tied in to their job. Their identity is often indistinguishable from their job description. Experts inform us that this identity and sense of self-worth emanates from both the work content and, the work environment. When the job has evaporated from one’s life, many individuals express the feeling of being useless. Author Victor Frankel writes that “being useless is equated with having a meaningless life.” Over decades, work defined everything from a person’s status, to gender, even in some cultures, morality. Author James Livingston’s book No More Work, Why Full Employment is a Bad Idea submits that when work disappears we feel less secure in our personal definition of ourselves.

An extended life expectancy and financial reality

Beyond the emotional need and understanding of why we work, there is the other reality and that is the financial. We all need an income. A great percentage of Canadians will not enjoy an employer-covered pension in the next decade. Since life expectancy now is approximately 82 to 85, the idea of having no pay cheque for several decades is untenable. It is certain that many individuals, thanks to legislation, who are no longer forced to retire at age 65, will hang on to their jobs as they require both the money and the psychic income. They do not wish to depart from the work environment, the routine, the collegiality and, perhaps most importantly, their sense of purpose.

MacKenzie of Morneau Shepell notes that “most employee benefit designs have been around since 1960 and are geared towards younger workers with young families. Obviously, the time is right for employers to challenge their thinking of their relationship with employees and how they will support them in and out of the workplace.” The question of benefit packages and compensation, and changes in pension plans have caught the attention of Canada’s Finance Minister who recently suggested that Ottawa might encourage seniors to stay in the workforce and perhaps businesses can consider offering incentives to those seniors who delay retirement. While older workers are looking at many options, employers as well as governments are seeking practical solutions.
If the new mantra, for many workers sounds more like “unretirement,” what are some possible solutions and ideas on how to deal with the mature worker who wants and needs to continue in the workforce?

The President of the Milken Institute, Paul H. Irving, suggests that we stop focusing on problems and perceived weaknesses with workers of advancing ages. Younger workers may “learn faster but older staffers have a lifetime of experience and wisdom; they know more.”

Ageism: a barrier for senior workers

Visionary organizations will also begin to recognize the facts surrounding ageism. In 2016, the US Economic Research bureau found “robust” evidence that age discrimination starts even earlier for women (at the amazing age of 32) and, rarely relents.

Ageist attitudes may often challenge an individual’s ability and willingness to continue to work. These attitudes are non-hierarchical in that the more mature worker can be considered a liability by his manager as well as by his peers. Individuals need to be judged and valued by their competence and production, not by their physical age. Businesses who understand the value of older workers will set the tone with progressive employment practises as well as encouraging the more mature workers to act as mentors for their younger colleagues.

The knowledge drain does not have to be inevitable; there can be reverse mentoring which allows for the mature worker to absorb new technologies and assistance from the millennials who follow their careers. An article by Sarah Franklin published in The Globe and Mail in January 2017 [2] reported that by 2019 there will be almost 200,000 jobs in IT and communications in Canada left unfilled due to a lack of people with the necessary skills. Why not consider retraining older workers to fill some of those jobs. Retraining would be an investment, but with an ever-increasing demand, there is absolutely no reason why senior workers cannot fill some of this void. Many senior workers would be keen for upgrading their jobs and learning technologies. This is another scenario where multigenerational interaction can be integrated – a win-win situation for all.

AGEWORKS™, a Canadian organization whose vision is to make ageism as intolerable as racism or sexism, has surveyed global research which dispels myths about mature workers. Older workers do not have diminished production or inconsistent performances nor do they cost more in wages, hours or benefits; the return on investment for the senior worker remains healthy. Many studies demonstrate the wealth of benefits which accrue when a functioning multigenerational workforce is encouraged [3]. Often employee relations improve, in addition to having less turnover, lower absenteeism and increased productivity. It is encouraging that MacKenzie finds that “more employers are focusing on attracting and retaining ‘older’ workers with a flexible approach to scheduling, providing attractive non-traditional benefits, and creating a culture that places a premium value on the diversity of the workplace”.

Advising on alternative options for retirement

Of course, there are various issues that are inherent in dealing with an aging workforce. For example, the increasing remote and office-less workplace environment may be a jolt to many older jobholders. It behooves human resource and other managers to provide a coherent rationale and context for these dramatic workplace adjustments. The results may be that an increasing number of mature workers will welcome the flexibility of working from home more frequently. These adjustments will also allow for the important dress rehearsal for the employee as to what their life resembles when they are not expected at an office location on a daily basis. Flexibility on the part of the employer will encourage more thoughtful and realistic pre-retirement conversations which may result in earlier retirement or, job rotation, or a variety of solutions which mesh with the nature and form of the particular business.

If leave-taking or retirement seems inevitable and/or desirable for staff, how best can career professionals advise these senior workers? What are some ideas which will instigate policy decisions and solutions that will be adaptable both to an efficient business operation and, relevant to their valued, often long-term, staffer?

Early discussions, preferably up to five years before an employee is expected to retire is a first step. Counselling on what to anticipate after the full-time wage work is completed is critical. Retirement is not an event; it is long known as a process with several stages. Exploring a menu of work/life options can bring significant returns. After all, the recruitment and retention of staff is a major investment on the part of any business; why not consider the counselling of the mature worker an integral part of the program. There exists today a dazzling potpourri of ideas about approaching retirement. Some examples include staged retirement, providing flexibility for the worker to dip a toe in the water to experience what life might resemble when they are not at work full-time. Continued training and learning should continue despite the age of a worker. AT&T in the US, understanding that those age 50 plus are not always as adept in new technology, provides payments of up to $30,000 over time for staff who take online courses. They provide as an incentive, that no worker, of any age can anticipate promotion without taking advantage of new training opportunities.Another innovation comes from San Francisco-based Encore.org. This new program is called the “Fellowship Year.” Visionary companies are helping their older workers by matching them to jobs in not-for-profits. These retirement-age employees are slowly eased out of their career jobs and transitioned into community service, providing the individuals with purpose and satisfaction, and the knowledge that they are making an impact on society. This is often an organic, natural evolution of a Corporate Social Responsibility program, already embedded in most business models.

Retirement coaches are becoming more of the norm. Personalized coaching workshops such as THE V GENERATION (“V” for value, vision and volunteer) was inspired by the understanding that individuals will stay healthier, both cognitively and physically, when they envision and plan their future beyond full-time work, and that, cost-benefit reductions will accrue to the enlightened employer who provides staff with training on how to better “retire,” finding a work/life balance which can include a number of options.

Prioritizing senior workers’ career management to unlock their potential

Most individuals of a certain age desire that basketful of activities which will provide them with a balanced life. Human capital will continue to provide an enormous boost and abundant advantage to social problems in Canada. Community service or volunteerism offers the opportunity to translate wisdom, experience and ideas to the charitable sector. Billions of dollars of labour, and a wealth of skills can pour forth from our boomer population, but the not-for-profits have a responsibility to ensure that the boomer volunteers are placed in jobs that suit them, not simply one the charity needs to fill. Businesses need to prioritize the counselling of senior workers to ensure their workforce is better equipped for life once they disengage from the job. Coaches, human resource professionals and career management staff can encourage career management by identifying the training tools and resources in a timely fashion, not just prior to the employee heading out the door.

Unlocking the potential of this boomer generation while a challenge, also represents a real opportunity. And for those organizations who are undergoing restructuring and the inevitable layoffs, investments in a workshop for ongoing career management can often be a gift for the employee which will ease these difficult transition periods.

Boomers have re-invented lifestyles and turned around cultural mores. Now they are bringing energy and fresh ideas about life’s third stage to the fore with their employers and, with society as a whole. This is a remarkable turnabout from previous years. Many businesses will wish to resist these demands and hearken back to the good old days when pretty much every one was content to retire at age 65. Indeed, it is quite possible that in the near future the word “retire” will be retired.

AUTHOR BIO

Adele Robertson is the CEO and Founder of THE V GENERATION, a personalized coaching workshop designed to help organizations provide their employees with self knowledge and tools to embark on new pathways as they transition through work and to help them to experience a successful aging cycle.

References
[1] 17th Annual Transamerica Retirement Survey: Influences of Generation on Retirement Readiness, December 2016, p. 40 http://www.transamericacenter.org/docs/default-source/retirement-survey-of-workers/tcrs2016_sr_retirement_survey_of_workers_generation.pdf

[2] How to successfully close the skills gap: http://www.theglobeandmail.com/report-on-business/careers/leadership-lab/how-to-successfully-close-the-skills-gap/article33213567/

[3] Met Life Mature Market Institute:  “ Generations in the Workplace Engaging the Best Talent of All Ages” USA.   &   KPMG,  UK:  “The Silver Lining;  How Forward Thinking Companies Benefit from the Ageing Workforce).

Workplace values and ethics as a defense against the ever-evolving labour market landscape

By Kah Hock (Danny) Koh

When we discuss career pathways and labour market trends, is it appropriate for us to sum up the discussion using the phrase “change is the only constant”? Current realities seem to indicate that technology, healthcare careers and “green jobs” are the thriving industries where jobs are aplenty. Where are we getting all this labour market information from? Information on local, regional and national labour market conditions come to us via a variety of sources which include government; media; industry leaders; recruitment agencies; educators and career counsellors (not to mention the friendly advice from family and loved ones!).

How are we making sense of all this information in an era of increasing uncertainty and risk? Bland & Roberts-Pittman (2014) proposed a closer look at “existential theory” and the “chaos theory” of career decision-making to help both career counsellors and clients navigate career decision-making in the current era of uncertainty. While both theories will benefit from more practice-based research, they both seem to tell us one thing: an individual’s career identity is a fluid, ongoing process of self-discovery and engagement with surrounding environments.

In the age of information overload, how we interpret and make use of all career-related information is crucial. It is not surprising that many of us can get overwhelmed and confused, developing short-term views on careers which focus on “what is trending,” what new skills to acquire and where we can get them so we can land those elusive “good middle-class jobs.” The long-term view of career however – the real key to building a lasting, meaningful career – involves a great deal of introspection so we can bring unique value to any employer no matter which workplace we find ourselves in.

During my outreach to various local employers as part of job development efforts, I have heard from many who lament that workers want “work” but do not want “to work.” Some employers even directly ask me if I have “recent immigrants who are not locally born.” These employers stress that the work ethic of new hires leaves much to be desired. “Lack of punctuality” and “not calling in sick” are frequently mentioned examples.

Wanted: Work ethic

Recently, the Financial Post reported that a survey conducted by the Canadian Federation of Independent Business (CFIB) in September 2016 revealed that 75% of small business owners were not impressed with the work ethic of new employees. Years before, renowned writer, speaker and entrepreneur Bill Taylor wrote an article for Harvard Business Review in which he expounded on why it makes strategic sense for organizations to hire first for attitude, then skill. These readings, employer feedback and further reflection has led me to realize that there is a key factor that distinguishes those who can find work, retain work and build a career from others who cannot. That factor is work ethic.

Individuals lacking work ethic will have a hard time finding meaning in their work. As jobseekers, they will have difficulty landing jobs and will probably find more than a few people to blame in the job hunt process. When they do find jobs, they will never add real value to the employer and, as a result, the employment relationship will be inevitably doomed. Whether or not a person shows up “for work” obviously matters – however, whether they show up “to work” is far more significant.

Work ethic does not translate into X number of hours you work for any employer but rather work ethic encompasses a combination of underlying values. These core values include: Accountability for One’s Own Actions; Integrity; Commitment to Organizational Objectives, Personal Leadership and Respect for Others. Being able to consistently embody these values with any employer gives one a strong work ethic which can withstand the shifting winds of labour market conditions. A strong work ethic is fundamental to nurturing an individual to be a contributing team member in any situation. It draws focus from “Me” to “Us” and allows the employee to focus on the larger picture of contributing to the organizational goals. A strong work ethic also facilitates an understanding that we are connected to one another through the work we do. We are more than self-serving individuals working for compensation benefits and prestige.

Providing real value to the employer

As staff at any organization, we are obligated to fulfill our responsibility to help our employers solve problems. For those in management, there is an added social and moral responsibility to make organizational decisions that can benefit society. In my opinion, work ethic is work ethic. We must not differentiate work ethic into “immigrant work ethic” because that risks stereotyping of immigrants and the perpetuation of precarious workplace situations if we only associate recent immigrants with work ethic. A strong work ethic must be nurtured at a young age. The role of caregivers, family members, educators, mentors and even peers during childhood is crucial. Later on, guidance counsellors, career counsellors and industry mentors can serve as facilitators but it is in the early years that the foundation for work ethic is established. There needs to be congruence between “work in theory” and “work in practice” and all stakeholders have a role to play. Potential strategies include:

• Parents and caregivers can nurture work ethic at a young age;
• Educators can nurture work ethic in school-age children through accountability and self-directed learning that is formally assessed at regular intervals;
• Mature staff at the workplace can impart a lessons on “maturity” and work ethic to new staff;
• Aside from formal supervision, employers can be mentors and allies in helping employees who are new or underachieving;
• Skills refresher sessions can be offered by employers to ensure all team members are adequately competent to carry out their responsibilities so the whole unit can function seamlessly;
• Individuals can take personal leadership in identifying continuous learning opportunities

We must not be so caught up in the hype of chasing new career opportunities or finding ways to acquire “in-demand” positions in the current economy. These are naturally important but we cannot lose sight of what is fundamental: the boundless promise of a strong work ethic. If as career practitioners we do our part and become active mentors, we can be optimistic that we are giving our future generation of workers the best defense against the ever-evolving labour market landscape.

AUTHOR BIO

Kah Hock (Danny) Koh first arrived in Canada as an international student from Singapore. He had worked with clients as an Employment Specialist at The Career Foundation in Toronto and currently holds a role as Job Developer at Wesley Urban Ministries in Hamilton, ON focusing on young adult jobseekers. Koh is a Certified Career & Résumé Strategist through Career Professional of Canada.

References

Bland, A. M., & Roberts-Pittman, B. J. (2014). Existential and Chaos Theory: “Calling” for Adaptability and Responsibility in Career Decision Making. Journal of Career Development, 41 (5), 382-401.

Taylor, B. (2011, February 1). Hire for Attitude, Train for Skill. Harvard Business Review. Retrieved from https://hbr.org/2011/02/hire-for-attitude-train-for-sk

Toneguzzi, M. (2015, September 3). ‘A worrisome trend’ for Canada’s workforce as work ethic, quality of new hires deteriorate. Financial Post. Retrieved from http://business.financialpost.com/executive/c-suite/a-worrisome-trend-for-canadas-workforce-as-work-ethic-quality-of-new-hires-deteriorate

By Farai Chideya
Atria Books, 2016

Book Review by Alyson Nyiri

No one gets a free ride in life or work writes Chideya. Whether you call it resilience, grit or optimism, in the world of jobs we must learn to evolve into a different form, tapping into what we have done, finding a new focus, and leveraging aspects of ourselves previously dormant.

The Great Recession of 2007-2009 took the guts out of many of us. Employers too. Jobs were lost, benefits cut to the bone, as employers started to realize the savings and benefits of moving employees to contract status. In 2017, it seems little has changed. Many employers still favour contract work and lean benefit packages leaving workers with much less security. For some, this new “gig” economy has created new opportunities while for others, it has not.

Despite the temptation to favour candidates with steady employment histories, Chideya argues that candidates with episodic careers, including breaks, transitions and repositions are becoming the norm, often bringing with them a greater variety of skills. Writing reflectively on the devastating effects of unemployment, Chideya looks for solutions. Central to her book is the focus on integrating our work within the larger framework of our lives.

A successful episodic career, writes Chideya, stands on three pillars:

• Self-knowledge. Start with your heart, and you will find which kinds of workplaces and workstyles give you the best shot at success.
• Understanding the job market. Know your field(s) and how the market is locally, nationally, and globally – as well as how it’s evolving.
• Emotional resilience. No one, not even billionaires, has lived a life without setbacks. And no one, not even the long-term unemployed or people with life, family, or health challenges, is shut out of meaningful life.

Mastering and integrating these three pillars allows us to “work freely” to be aware of our belief systems and what we want from life.

Based on results from a large national survey that her company conducted, she developed the Work/Life Matrix to help individuals formulate career goals, lifestyle and personality into one of 16 archetypes. The difference in this archetypical matrix is that each archetype gauges how flexible individuals are to ups and downs of the labour market rather than to personality preferences. The promise of the Work/Life Matrix is to help individuals set their trajectory in the era of episodic careers and understand the power of intention we bring to our work.

The Matrix centres around four core questions designed to help move past uncertainty and stress. The first question asks whether you build your career with care and caution (C) or take significant risks (R). The second question asks whether you want to have a high impact (H) with your work or a sense of accomplishment (P). The third question asks if you are happiest as an innovator (I) or an executor (E). The final question asks whether you are mainly a solo decision-maker (S) or a team-oriented decision-maker (T).

Using four letters, not unlike MBTI, the Life/Work Matrix has 16 archetypes.

The CH types are cautious careerists who do high-social-impact work. RH types combine risk taking and high social impact, creating change with high autonomy but within existing systems. CP types are cautious careerists who don’t see their work as having inherently high social impact, but who make social impact through volunteering or other methods. RP types are higher risk-taking individuals who choose passive social impact work.

While the Matrix isn’t grounded in a specific career development theory nor is it a psychometric instrument by definition, it does provide another way for both counsellors and clients to view their work style and preferences. Chideya provides details about each of the 16 “types” and brings each to life through the descriptions of individual work/life stories.

In succeeding chapters, Chideya provides tips and suggestions on how to find work in this new landscape, including helpful advice on tackling the impact of race, gender and religion on job search. One of the points she makes that has significant impact is “knowing your own value, not just monetarily, but also emotionally, spiritually, or in terms of self-worth, is key to surviving hostile or indifferent workplaces.”

Resilience, simply stated, is the ability to bounce back after adversity. Dr Mihaly Csikszentmihalyi, a Hungarian psychologist, is best known for his work on flow, the psychology of optimal experience. His work examined the critical aspects of what is needed in work and play for us to fully engage. Flow occurs when our skill level is matched in incremental and increasing order, with challenge. The more time we spend in flow, the more time we learn how to have good experiences. Bad experiences are opportunities for growth. In collaboration with Dr Martin Seligman, positive psychology blossomed. Our capacity for resilience is a key feature of positive psychology and helped to build optimism. Their work is the foundation of much of the recent writing on resilience.

Chideya’s chapter on resilience is no exception. She writes that recovering from layoffs, termination, and other career disasters requires resilience. No one gets a free ride in life or work, writes Chideya. The survivors and thrivers in the current marketplace will be those who can recover from setbacks big and small; learn from their mistakes; and not become bitter when they lose a job through no fault of their own. Resilience will enable a client to build allies critical to their job search, improvise when things get tough, and build a narrative that positively reflects their episodic career.

The Episodic Career is a good read, filled with sharp-eyed analysis and tender and tragic stories of individuals reflecting on their work lives. Chideya offers career practitioners an easy to use matrix to assist clients with their ongoing efforts of building a personal and work life.

REVIEWER BIO

Alyson Nyiri, BA, CDP, CHRL, is a freelance writer and researcher specializing in the areas of women’s career development, human resources, leadership and community economic development. She spent over 12 years as a career counsellor followed by the last 12 years in human resources and community economic development. She is a regular contributor to HRPA’s HR Professional magazine where she has reviewed hundreds of books in the past six years. You can reach her at anyiri@cyg.net or through her blog.

When flexible work opportunities help redefine careers

By Jennifer Hargreaves

I love to work. It is a fundamental part of my personality. To be challenged, to learn and to grow. One of the harder choices I have been faced with was the decision to give up that piece of my personality and stay home to raise my young children or to give up that time with them to pursue my own goals. I did not want to compromise on either and I did not want to choose one over the other.

I hold a very strong view that given the right work environment women can successfully pursue both career and life ambitions, however they define that. I have now made it my mission to find those organizations and connect women to those opportunities so that I can ease that burden of choice and allow them to thrive.

My new career is in human resources and diversity. I started in business development and international market entry strategy for the ingredient and health sector. This is my journey and one that is all too familiar for many women leaving the traditional workforce.

From flying high to struggling to stand: The journey to my own business

From my first role out of university I have been exposed to senior-level and director-level in a male dominated sector. In the 10 years of experience I had in working to help companies expand their business offshore I never once felt undervalued or unheard. I was based in New Zealand and then New York helping companies develop new markets.

That changed when I moved to the United Kingdom. If I knew then, what I knew now…

What I didn’t know was that bias and discrimination still exists in the workforce. For me it began subtly ─ not having access to senior-level male contacts and being dismissed on an area of expertise. Quite frankly I thought it was their loss. I had a wealth of knowledge and access to very senior-level contacts that they could have benefited from. It bothered me less than it should have. I hoped they would come around as I proved myself.

Unfortunately I didn’t get that chance. After joking twice that this role wouldn’t suit someone looking to have a baby, I was made redundant at four months pregnant. This was a really hard pill to swallow. It was easier for me to believe that I had failed and that it was my fault than to believe that I was discriminated against.

That experience, combined with the desire to pursue career growth and parenting ambitions led me to launch tellent. I wanted to connect women to great places to work. Places where they could do both free from bias and discrimination.

From sitting on the sidelines to playing the game

Embarking on a new career path is daunting. Especially when you are effectively starting from scratch with no experience, expertise or subject knowledge. Regardless of the reason(s) for switching careers, breaking the inertia and taking that first step is tough.

Step one for me was to explore my options and to connect with people.

I reached out to my contacts and network to meet with people currently working in the industry. The more conversations I had, and coffee I drank, the more complete the picture became. I began to understand what I would need to further pursue this path and what I was getting into (the good and the bad).

Step two was to learn, and it was a steep learning curve! I started on my own and then took some classes for start-ups. It took me six months of research and courses to take the leap and invest my first dollar in the company.

It just got real. This was by far the hardest step for me. Mentally committing to the change and putting myself out there was really hard. Plagued by self-doubt and feelings of inadequacy the best piece of advice I was given was to “fake it ‘til you make it.” The more I got out there, the more positive the response was to what I was doing, which gave me the confidence I needed.

Be prepared to pivot. Where I am now, is not where I thought I would be when I started this journey. The one thing I have learned is that the only constant you can rely on is change. You have to learn to adapt and change as successes come through, or they don’t.

Surround yourself with a support system. Whether you are starting your own business or working in a new field. Friends and family made great cheerleaders but I also joined an entrepreneur start-up group, founded an experienced board of advisors and tapped into and partnered with people in the industry who were the experts.

Success is how you define it. I am working towards building a business that I am passionate about while I am raising my young children. I may not be pulling in millions yet but this is my version of success.

What is good for women as individuals is good for business and society

The desire to have access to flexible work is not a new phenomenon. What is relatively new is industry and government’s recognition of the benefits that diversity, specifically gender diversity, at senior levels can bring. From increased innovation and collaboration to better financial results. To remain competitive on a global scale it is becoming imperative that we tap into and retain female talent.

Women now represent nearly half of the paid workforce in Canada (47.2%) according to Statistics Canada. This has directly translated into an increase in dual income families and more significantly, an increase by 133% of women working with children under since 1976.

And yet in 2015, women only held 35.5% of all management positions and 33.3% of all senior management positions.

So we are employed in the workforce at virtually equal numbers but not in management and senior management levels.

Flexible work is only one piece of a complicated solution for attracting and retaining female talent and bolstering our leadership pipelines. But it is a critical one.

Inclusion is another. Fostering a workplace culture where employees can bring their whole, and authentic, self to work without fear of bias and discrimination is a challenge but is essential to keeping women once they have returned from maternity leave.

So I am unicorn hunting because one thing is for sure, ambition does not wear off with the epidural. Women may be leaving the traditional workforce but they are starting their own businesses and changing careers in droves. They are creating their own flexible schedules and traditional organizations are losing out.

As a friend of mine from WORKshift Canada said, “In a knowledge economy with technology that constantly makes connecting and collaborating easier, fighting to define an arbitrary line between work-life and personal-life is a fool’s game.” One that many companies are still playing.

And while companies are changing, some more quickly than others, we are still struggling with challenges in gender pay equity and economic empowerment. I am hopeful that with initiatives founded under Justin Trudeau’s Liberal government and organizations such at tellent, we can make change happen faster!

Defining your own version of success

Switching careers has been the best thing I have done. I talk with my members about defining their own version of success. This is mine. I am being challenged in starting my own business, I have the time with my young children which I will never get back and I am helping other women achieve their own version of success.

It is scary at times and there is no shortage of the imposter syndrome ─ but it is a wild ride and to me, that is what life is all about.

AUTHOR BIO

Jennifer Hargreaves is the founder of tellent, an online community committed to helping women pursue career and life ambitions through access to flexible work. Hargreaves was an accomplished international business growth specialist for small- and medium-sized enterprises in the health food, ingredient and dietary supplement sector. Her experience spans New Zealand, the US, United Kingdom and Canada. Based in Toronto, she is now a mother of two young children and starting up a new venture aimed at helping professional women find flexible careers.

By Tammy Donovan

How career development professionals can support clients

It is commonly accepted knowledge that the world of work is changing considerably. Full-time jobs are becoming less common and a growing number of workers are expected to make a living by freelancing, or combining part-time and project-based work. Statistics Canada data indicates that all jobs created in 2016 and a large majority of jobs created in early 2017 were part-time jobs. The shift from lifelong employment toward freelancing raises an important question for career development professionals (CDPs): how can we help prepare workers for the changing nature of work?

A good place for CDPs to start is by considering some big picture issues and differences between freelancing and full-time employment that are likely to have an impact upon the type of help required by freelancers.

Big picture issues

There are at least two big picture issues that are likely to influence the type of help freelancers require: stage of career and motivations to freelance.

CDPs are likely to work with late- and mid-career workers transitioning into freelancing, and aspiring workers who build careers out of freelancing and never hold full-time jobs. These groups are likely to have overlapping concerns and distinct needs. For example, all workers may need help coping with anxiety arising from a lack of job security. Transitioning workers may need help with learning to self-promote, and adjusting to unstructured workdays and working independently, and mastering technology that allows them to work remotely. Aspiring workers may need help learning practicalities that previously would have been learned in the workplace, such as negotiating, resolving complaints diplomatically and navigating organizational cultures.

CDPs are also likely to help workers with a range of motivations for freelancing. Highly skilled workers may want to freelance to boost income or increase autonomy/flexibility, and seek help with marketplace analyses or business development. Low-skilled workers may need to freelance due to unavailability of full-time employment, and seek help with devising long-term plans to build up skill sets, and obtain more stable or lucrative employment.

Differences between freelancing and full-time employment

There are many differences between freelancing and full time employment that are likely to have an impact upon the type of help freelancers require from CDPs:

Organizational knowledge

Freelancers possess less organization-specific knowledge than employees and do not understand organizational culture as well as employees. HR staff often complain these factors render freelancers less capable of making immediate contributions to projects.

CDPs can help freelancers by providing information about the benefits of developing organizational knowledge and understanding organizational culture, and teaching efficient strategies for researching organizations.

Entrepreneurial skills

While entrepreneurial skills are relevant to employees seeking to advance within organizations, freelancers cannot succeed without them.

CDPs can help freelancers by working to change prevailing views regarding entrepreneurship. In a labour market that will force some workers to freelance, it is helpful to frame entrepreneurship as a set of skills that can be cultivated, rather than an innate quality.

CDPs can also help freelancers to develop and enhance skills associated with entrepreneurial success, such as continuous learning and development; marketplace awareness, trend-spotting and innovation; opportunity seeking and career insight (i.e., knowing which jobs to accept to build a strong reputation and resume); persuasion and negotiation; creative problem solving; tolerance for risk and failure and resiliency; and understanding value propositions and market differentiation (e.g., differentiation based on quality vs. cost of products and services; specialization vs. range of products and services; innovative vs. traditional products and services).

Career Identity and satisfaction

Given the piecemeal nature of project work, freelancers may find it more difficult than employees to map out clear career paths, develop a sense of professional identity and understand how their work contributes to organizational goals and society as a whole.

CDPs can help freelancers understand their motivations and values, build professional identities and foster awareness of their contributions.

Career progression

Employers are willing to invest in the training and growth of employees, but seek to hire only experienced, job-ready freelancers. Given this, freelancers may find themselves accepting routine, unchallenging work and struggling with career progression.

CDPs can teach freelancers about ways to secure skill-building work, such as volunteering; discounting fees; seeking projects with small skill-building components or that may lead to other skill-building work;; describing previous work to potential employers in ways that highlight similarities to skill-building work; and building collaborative relationships that may lead to referrals for skill-building work. An innovative way for freelancers to build collaborative relationships (while combating isolation) is through joining co-working collectives that are popping up in major cities or participating in business incubator programs.

Balancing doing work and getting work

Most employees spend their time completing work, not getting it. Freelancers need to balance doing work and getting work. Too much focus on doing work can lead to extended gaps between projects, lower income and increased anxiety. Too much focus on getting work can lead to rushing to complete existing projects, doing mediocre work and feeling overwhelmed.

CDPs can help freelancers develop different work habits and reconfigure work schedules to achieve balance.

Collecting fees and mitigating risk

Unlike some employees, all freelancers need to be comfortable with discussing and collecting fees from employers and to be aware of the difficulties involved with collecting overdue payments from employers (especially ones in other countries).

CDPs can help freelancers by providing coaching about how to discuss fees and collections, and providing information regarding risk mitigation strategies, such as requiring retainers, collecting interim payments, or implementing short billing cycles.

Feedback and promotion

Unlike employees, freelancers do not automatically receive project feedback or performance reviews. Given this, freelancers need to find ways to obtain feedback that can be used to improve their work and promote themselves to potential employers.

CDPs can help freelancers by coaching them on how to boost ratings on online work platforms like UpWork and Freelancers; how to secure testimonials and respond to feedback; and how to build work portfolios.

Benefits, supports and legislative rights

As independent contractors, freelancers do not enjoy the same extended benefits or legislative protections as employees. As freelancing becomes more common, we can expect to see changes to relevant legislative frameworks and new organizations emerge in support of freelancers. For example, Ontario is currently reviewing its legislative framework (see www.labour.gov.on.ca/english/about/workplace/ for information); freelancers can opt into the Employment Insurance regime; organizations supporting freelancers have appeared (e.g. Canadian Freelancing Union, CMG Freelance, Urban Worker Project), and benefit packages designed for freelancers are available (e.g. COHIP). CDPs can help freelancers by staying abreast of these developments and educating both young freelancers (who may not be aware of legislative rights or supporting organizations) and older freelancers (who may not be aware of legislative changes or new organizations).

Based on this brief review, it is clear that as the world of work changes, workers will require different forms of support and the role that CDPs can play will evolve in exciting ways.

Tammy Donovan is completing a Master’s of Counselling Psychology. She is a former lawyer who looks forward to helping people with everything from job applications to major career transitions like hers. She is also interested in building a stronger community of career counsellors in Vancouver, BC and would love to hear from others looking to do the same. You can reach her at tdonovan81@hotmail.com.

New CERIC study identifies “impressive” post-secondary career service models

A new national CERIC study has identified seven publicly funded Canadian universities and colleges with the most “impressive” models of career services. The study, undertaken by Dr Peter Dietsche and Jim Lees of PSE Information Systems, also examines the level of institutional commitment across the country to providing career services for post-secondary students.

In conducting the study, comprehensive information on career service was obtained from as large a sample of Canadian colleges and universities as possible using a mixed-methods research design. An online survey of 180 institutions during October/November 2016 resulted in responses from a total of 67 institutions. The 67 institutions consisted of 32 colleges (48%) and 35 universities (52%) drawn from all Canadian provinces and territories except for Nunavut, Manitoba and Prince Edward Island.

The Insight into Canadian Post-Secondary Career Service Models report characterizes institutions that have an impressive model of career service delivery as those that: evaluate services regularly, measure outcomes, are proactive in delivery, and collaborate extensively with campus stakeholders. The universities and colleges found to exemplify an impressive model are: Wilfrid Laurier University, Queen’s University, Simon Fraser University, University of Toronto Mississauga, Mount Royal University, Fanshawe College and Nova Scotia Community College.

Download the report: ceric.ca/pse.

Future-proof: Preparing young Canadians for the future of work

Published by the Brookfield Institute for Innovation + Entrepreneurship, the Future-proof report looks at how to prepare youth for a changing work landscape impacted by the evolution of technology and the expanding “gig economy.”

Technological trends are reshaping Canada’s workforce. With a large number of jobs at risk of automation in the near future, including those held by some of the most vulnerable segments of Canada’s population, youth are facing higher skill and experience requirements than ever before. As a result, Canadian youth joining the labour market must come equipped with a broad suite of technical and soft skills to succeed.

Divided into three main chapters, this report explores the impact of technological trends on youth entering the workforce, what the future of work looks like and the requirements for new skills and experience, and how Canada can equip youth and help them prepare today for the jobs of tomorrow.

Access the report: brookfieldinstitute.ca/wp-content/uploads/2017/03/FINAL-FP-report-Onlinev3.pdf.

New employer initiatives provide critical work experience for youth

A pilot program designed by the Toronto Financial Services Alliance will create 10,000 new work-integrated learning opportunities for post-secondary students by the end of 2020. It includes the support of 10 financial services employers, seven Ontario colleges and universities, and three levels of government.

Called ASPIRE, the program aims to provide students with hand-on experience to jumpstart their careers, and grow the pipeline of in-demand skills needed in the sector. To support the creation of new work-integrated learning opportunities – from internships and co-ops, to capstone projects, incubators and accelerators – ASPIRE will provide guidelines for managers to improve the student experience, business skills training to enhance students’ “work-readiness”; and facilitated networking opportunities.

The program is also intended to serve as a social leveler, giving students from all backgrounds access to the world of work. ASPIRE is the first of several work-integrated learning sector pilots initiated across the country by the Business/Higher Education Roundtable to make work-integrated learning a fundamental part of the Canadian undergraduate experience.

RBC also announced Future Launch, its own 10-year, $500-million commitment to help young people gain access to the skills, job experience and career networks needed for the future world of work. As part of the initiative, RBC has created The Launching Careers Playbook, a digital resource focused on three distinct modules: I am starting my career; I manage interns; and I create internship programs. The Playbook shares the design principles, practices and learnings captured from the RBC Career Launch Program over three years.

Find more information: tfsa.ca/news-and-events/ and rbc.com/futurelaunch.

Redirection documentary examines later life career shifts

A new CERIC-funded documentary examines career shift, transition and occupational change in later life. Called Redirection: Movers, Shakers and Shifters, the film shares the stories of five people who have shifted into second or third careers at age 50 or older. It is part of a national Redirection research project on Work and Later Life Career Development led by Dr Suzanne Cook of York University.

The term “redirection” refers to a new stage of career that is emerging. Redirection is an alternative to retirement as working life is extended. This shift is occurring due to social, demographic, economic and policy changes in Canada.

In the 33-minute documentary, participants describe the issues and challenges faced during their transition into new work. Some people can be forced into job change during later life; some people may want to work for personal fulfillment, whereas others may need to generate an income.

Both the film and a Companion Guide can be used by career development professionals in counselling or workshops with older clients.

Access them at ceric.ca/redirection.

Recent survey reveals the diversity of Canada’s millennial generation through their social values

A national survey released by the Environics Institute for Survey Research reveals a bold portrait of Canada’s millennials (those born between 1980 and 1995), that for the first time presents the social values of this generation, and the distinct segments that help make sense of the different and often contradictory stereotypes that so frequently are applied to today’s young adults.

Survey results show that millennials cannot be lumped into a single group defined by their age, or by other demographic characteristics such as gender, region or socio-economic status. They are a diverse part of Canadian society, made up of six social values “tribes,” each reflecting a distinct worldview and approach to life. While millennials may share some common experiences and aspirations as befits their stage in life, there are notable differences in outlook and life path across these tribes, be they “Engaged Idealists,” “Bros and Brittanys,” or “Lone Wolves.”

The study was conducted in partnership with The Counselling Foundation of Canada, RBC, the McConnell Family Foundation and Apathy is Boring.

Read the full survey: environicsinstitute.org/institute-projects/current-projects/canadian-millennial-social-values-study.

More than half of working Canadians want a degree/diploma do-over

A recent survey from Monster Canada found that more than half (52%) of working Canadians would choose to pursue a different degree or diploma, if they could go back in time. The findings also show that most working Canadians feel qualified, or overqualified, for their jobs, especially millennials and those in the 55 to 64 age group.

The survey, conducted by Leger, found that six in 10 working Canadians agree that their most recent/current job is directly related to their education, and 60% say their degree was worth obtaining. Even though the majority of working Canadians feel their degree was worth it, of those who felt their degree wasn’t worth obtaining, one in five (21%) said instead of beginning their post-secondary schooling again, they would go straight into the workforce.

Women are more likely to choose a different route with slightly more working women (54%) reporting that they would pursue a different degree/diploma if given the option, compared to 51% of men. Gender differences can be explained by the fact that women may experience career paths that are not linear due to life events such as starting a family and going on maternity leave.

Learn more about the findings: monster.ca/career-advice/article/canadians-want-a-degree-do-over.