Man sitting on couch typing on computer2022

CERIC’s Careering magazine seeking article proposals for issue on ‘The Great Careers Disconnect’

The Spring-Summer 2022 issue of Careering will be on the theme of “The Great Careers Disconnect.” It will explore gaps, and solutions to address them, in career services, career education, the labour market and the workplace. Potential topic areas include but are not limited to:

  • employment challenges for internationally trained professionals and students
  • career services access
  • labour shortages and skills gaps
  • career development through cultural lenses
  • employment services funding

We invite a broad range of interpretations of this theme. New contributors are welcome, and can submit in English, French or both languages. Please review our Submission Guidelines and send a 1-2 paragraph description outlining your idea to Editor Lindsay Purchase, lindsay@ceric.ca, by March 1.

Visit ceric.ca/careering to view all past issues of the magazine.

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2022

Nova Scotia Deputy Minister Paul Lafleche to join us for a fireside chat on March 25

In the next installment of CERIC’s Careers and Canadians series, Nova Scotia Deputy Minister Paul T. Lafleche will sit down with host Lisa Taylor to discuss how career management can be taken up as a powerful tool in public policymaking. This series invites current and former policy leaders to explore how career development contributes to the public good of all Canadians, a theme in CERIC’s new playbook Retain and Gain: Career Management for the Public Sector authored by Taylor. 

Taylor, a future of work expert who is also President of Challenge Factory, will conduct this free fireside chat on Friday, March 25 (12:00 pm – 1:00 pm ET) with Lafleche, who is Deputy Minister, Department of Seniors and Long-Term Care and Deputy Minister, Municipal Affairs and Housing with the Government of Nova Scotia. Lafleche is an experienced senior executive and strategic advisor in government, academia and economic development. Starting in the natural resources field as an exploration geoscientist, he has had a varied career in the private and public sectors including as a licensed vocational education teacher. 

The aim of this series is to engage with government policymakers to apply careers thinking as part of public sector mandates. While career programs are typically considered the remit of departments of education and employment, there is evidence that career development principles should be included in many other public sector portfolios. Career development professionals who attend will learn how to effectively link career development to policy agendas.  

This series kicked off last November as part of Canada Career Month with Taylor interviewing former Saskatchewan Deputy Minister of Immigration and Career Training, Alastair MacFadden. One attendee called it “an inspiring and thought-provoking conversation with one of Canada’s foremost thought leaders on career development.” 

Register for the upcoming fireside chat or watch past recordings. 

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2022

New issue marks the 20th anniversary of the Canadian Journal of Career Development

The latest edition of the Canadian Journal of Career Development (CJCD) kicks off its 20th anniversary year. CJCD (Volume 1, Number 1) was launched as Canada’s only peer-reviewed academic journal at the National Consultation on Career Development conference in 2002. Since then, the journal has gone on to publish 40 issues with articles from more than 350 contributors, and to gain more than 10,000 readers. As Founding Editor Rob Shea describes in From the Editor’s Desk, “It truly has been a ‘field of dreams’ experience.” 

The current issue (Volume 21, Number 1) includes a range of timely research from a needs assessment of virtual career practitioners to systemic issues in helping marginalized populations to well-being in the Canadian workplace. 

Articles

Research in Motion

Graduate Student Research Briefs 

The Canadian Journal of Career Development is a partnership between CERIC and Memorial University of Newfoundland with the support of The Counselling Foundation of Canada as well as the Social Sciences and Humanities Research Council of Canada. CJCD is published twice a year. It is free to subscribe to the digital editions and all issues of the open-access journal dating back to 2002 are available online. 

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2022

Winter issue of Careering magazine shines a light on career mindsets

In this issue of Careering, we explore the many facets of Career Mindsets. Without a singular definition of this term in Canada’s career development field, we left the door open for interpretation. The result was fascinating.

Authors connected the theme to art, exploration, social mentalities, limiting beliefs, fixed and growth mindsets, design thinking and return to work. They shared how they use career mindsets to support students, from the early grades through to graduate school; newcomers to Canada and to the career development field; and jobseekers across all stages of their career.  

Articles include:   

Careering magazine is Canada’s Magazine for Career Development Professionals and is the official publication of CERIC. It is published three times a year and includes select content in French. Subscribe to receive your free copy. You can also access past issues for free online.  

The theme for the Spring-Summer 2022 issue of Careering magazine will be released later in February. Check back on ceric.ca/careering for the call for article proposals or sign up for CERIC’s free CareerWise Weekly newsletter to get the latest updates.

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The Great Reshuffle: Canadian study reveals 81 per cent of Canadian executives having difficulty filling positions and confirm industry-wide skills gap

CERIC uncovers keen insights on top challenges Canadian businesses face during ever-evolving pandemic and how career development can increase Canada’s economic growth

TORONTO, ON (February 1, 2022) — There is a vaccine to champion recruitment and retention in the wake of “The Great Reshuffle.” It’s called career development.

A national survey [i] recently conducted by Environics for CERIC — a Canadian charitable organization that advances education and research in career counselling and career development — reveals that the majority of Canadian executives (81 per cent) are having difficulty finding people with the right skill set to fill positions and 78 per cent agree there is a skills gap in their respective industry.

“The ongoing pandemic and underlying economic uncertainty have Canadian executives experiencing significant difficulties and pain points including recruiting, hiring and retaining talent,” says André Raymond, CRHA, Laval University and Chair of the Board of Directors, CERIC. “Canadian businesses can play a significant role in addressing these shifting labour challenges by investing in career development that will address the skills shortage, contribute to economic growth and demonstrate their commitment to build a strong future skilled workforce.”

CERIC surveyed 500 Canadian executives in more than 11 industries including service, retail, hospitality, construction and manufacturing. The survey reveals keen insights into Canadian organizations’ current views on skills and talent gaps in the labour market; hiring underrepresented groups as part of equity, diversity and inclusion strategies; and the importance of investing in career development. The survey also provides comparability to CERIC’s 2013 survey to track differences within the past eight years.

Top Challenges for Canadian Businesses

Since 2013, executives are less concerned about the state of the economy, regulation & red tape and keeping up with technology. In this fluid pandemic landscape and underlying uncertainty, the challenge of finding young & skilled talent has increased in the past eight years. The top five challenges faced by employers are:

  1. A shortage of skilled workers (75 per cent vs 68 per cent in 2013)
  2. Finding young workers (66 per cent vs 51 per cent in 2013)
  3. Supply chain issues (70 per cent)
  4. General state of the economy (69 per cent vs 77 per cent in 2013)
  5. Regulation and red tape (52 per cent vs 63 per cent in 2013)

While employers in Ontario were the least likely to experience a shortage of skilled workers in 2013, they are now the most likely (81 per cent in 2021 vs 59 per cent in 2013), followed by executives in Quebec (76 per cent vs 77 per cent in 2013) and the Prairies (76 per cent vs 69 per cent in 2013).

Recruiting & Retaining Talent

Eighty-one per cent of Canadian executives are having difficulty finding people with the right skill set to fill positions in their companies — up from 70 per cent in 2013. Additional difficulties include:

  • Finding reliable candidates with the right work ethic (29 per cent)
  • Competitive job market in their respective industry (23 per cent)

While the importance of resumes has not deviated significantly since 2013, executives are finding a potential employee’s online footprint to be increasingly important (63 per cent vs 52 per cent in 2013).

Despite the growing importance of equity, diversity and inclusion, there has been a modest increase in the proportion of executives putting effort into customizing their recruitment approaches to attract and reach members of underrepresented groups (51 per cent vs 46 per cent in 2013).

“Compared to the pre-pandemic era, Canadian executives are now facing increased competition to recruit talent and one-third of executives find retaining employees to be more difficult compared to two years ago,” says Candy Ho, inaugural Assistant Professor, Integrative Career and Capstone Learning, University of the Fraser Valley and Vice-Chair, CERIC. “To compete, it’s imperative for employers to take strategic actions and find ways to differentiate the value proposition they offer to current and prospective workers.”

“Career development is an essential strategy for recruiting, developing and retaining productive and satisfied employees,” adds Ho. “This approach can address major challenges that employers face today. From finding underrepresented talent to providing career coaching to employees, companies can positively build a stronger workforce and contribute to Canada’s economic growth.”

Take a Hard Look at Soft Skills

Executives who have experienced more difficulty in employee retention (72 per cent) more often identify a skills gap in their industry (42 per cent) and are finding it increasingly more difficult to recruit people with the soft skills they deem important (40 per cent). While positive attitude and good communication skills continue to be seen as the two most important soft skills for prospective employers, the importance of reliability and dependability has increased by more than 100 per cent:

  1. Positive attitude (29 per cent vs 36 per cent in 2013)
  2. Communication skills (22 per cent vs 29 per cent in 2013)
  3. Reliability and dependability (21 per cent vs 9 per cent in 2013)
  4. Strong work ethic (18 per cent vs 23 per cent in 2013)
  5. Teamwork skills (16 per cent vs 25 per cent in 2013)

Many career development experts suggest soft skills are gaining the upper hand over hard skills. Occupations requiring good social skills are becoming more common and have even been described as critical for the future of work. The survey revealed executives are most likely to hire someone with soft skills who is a good fit and provide training (78 per cent).

The federal government has also taken action to prioritize soft skills with Employment and Social Development Canada (ESDC) looking at ways of improving the Essential Skills Framework. In 2021, they released the Skills for Success [ii] which includes communication; creativity & innovation; problem solving; and adaptability, to name a few.

“Employers are increasingly looking for candidates with hybrid skills, which are a combination of soft and hard skills,” says Ho. “Canadians have the opportunity to develop and implement skills that might set them apart from other candidates. These new skills will also make them more effective at their current jobs and let them quickly adapt to changing industries and apply their skills and talents toward a fulfilling career.”

Investing in Career Development to Close the Skills Gap

While 73 per cent agree employers have a responsibility to provide career management programs for employees, only 27 per cent provide these programs and 45 per cent were unaware of career development professionals before this survey.

“Canadian executives have the unique opportunity to help Canadians take charge of their career by investing in development strategies that help employees identify personal strengths and clarify career goals that can positively contribute to job satisfaction,” says Raymond. “Working with a career professional can support organizations to build strategies that meet company needs and improve employee engagement, which ultimately leads to increased productivity, positive relationships, job clarity and a supportive work environment.”

Cannexus Conference – January 24-26, 2022

The findings from this Canadian survey were released during an industry expert panel discussion at Cannexus, Canada’s largest bilingual career development conference. More than 1,700 career development professionals participated in this virtual conference that included more than 150 sessions on the latest research, policy and practices in career and workforce development.

About CERIC

CERIC is a charitable organization that advances education and research in career counselling and career development, in order to increase the economic and social well-being of Canadians. It funds projects to develop innovative resources that build the knowledge and skills of diverse career professionals; annually hosts Cannexus; and publishes the country’s only peer-reviewed academic journal in the field, Canadian Journal of Career Development. For more information, visit www.ceric.ca

To arrange an interview with a CERIC board member and industry expert or for more information, please contact: Sonia Prashar or Bronlynn Carrington at spPR Inc. soniaprashar@sppublicrelations.com I bronlynncarrington@sppublicrelations.com

[i] From November 18 – December 17, 2021, Environics conducted a national telephone survey among 501 randomly selected Canadian businesses. Interviews were conducted with senior level employees with awareness of, and responsibility for hiring, training and career development within the organization. Quotas were monitored to ensure that a minimum number of interviews were conducted within each region of Canada. The sample was designed to conduct interviews with senior staff of businesses across Canada, of various sizes, location (urban, rural and suburban), and industries. The margin of error is ± 4.4 percentage points, at the standard 95% confidence level.

[ii] https://careerwise.ceric.ca/2021/06/28/what-you-need-to-know-about-canadas-new-skills-for-success-framework/#.YdiPK2jMLIU
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The Great Reshuffle: Canadian study reveals 81 per cent of Canadian executives having difficulty filling positions and confirm industry-wide skills gap

CERIC uncovers keen insights on top challenges Canadian businesses face during ever-evolving pandemic and how career development can increase Canada’s economic growth

TORONTO, ON (January 25, 2022) — There is a vaccine to champion recruitment and retention in the wake of “The Great Reshuffle.” It’s called career development.

A national survey [i] recently conducted by Environics for CERIC — a Canadian charitable organization that advances education and research in career counselling and career development — reveals that the majority of Canadian executives (81 per cent) are having difficulty finding people with the right skill set to fill positions and 78 per cent agree there is a skills gap in their respective industry.

“The ongoing pandemic and underlying economic uncertainty have Canadian executives experiencing significant difficulties and pain points including recruiting, hiring and retaining talent,” says André Raymond, CRHA, Laval University and Chair of the Board of Directors, CERIC. “Canadian businesses can play a significant role in addressing these shifting labour challenges by investing in career development that will address the skills shortage, contribute to economic growth and demonstrate their commitment to build a strong future skilled workforce.”

CERIC surveyed 500 Canadian executives in more than 11 industries including service, retail, hospitality, construction and manufacturing. The survey reveals keen insights into Canadian organizations’ current views on skills and talent gaps in the labour market; hiring underrepresented groups as part of equity, diversity and inclusion strategies; and the importance of investing in career development. The survey also provides comparability to CERIC’s 2013 survey to track differences within the past eight years.

Top Challenges for Canadian Businesses

Since 2013, executives are less concerned about the state of the economy, regulation & red tape and keeping up with technology. In this fluid pandemic landscape and underlying uncertainty, the challenge of finding young & skilled talent has increased in the past eight years. The top five challenges faced by employers are:

  1. A shortage of skilled workers (75 per cent vs 68 per cent in 2013)
  2. Finding young workers (66 per cent vs 51 per cent in 2013)
  3. Supply chain issues (70 per cent)
  4. General state of the economy (69 per cent vs 77 per cent in 2013)
  5. Regulation and red tape (52 per cent vs 63 per cent in 2013)

While employers in Ontario were the least likely to experience a shortage of skilled workers in 2013, they are now the most likely (81 per cent in 2021 vs 59 per cent in 2013), followed by executives in Quebec (76 per cent vs 77 per cent in 2013) and the Prairies (76 per cent vs 69 per cent in 2013).

Recruiting & Retaining Talent

Eighty-one per cent of Canadian executives are having difficulty finding people with the right skill set to fill positions in their companies — up from 70 per cent in 2013. Additional difficulties include:

  • Finding reliable candidates with the right work ethic (29 per cent)
  • Competitive job market in their respective industry (23 per cent)

While the importance of resumes has not deviated significantly since 2013, executives are finding a potential employee’s online footprint to be increasingly important (63 per cent vs 52 per cent in 2013).

Despite the growing importance of equity, diversity and inclusion, there has been a modest increase in the proportion of executives putting effort into customizing their recruitment approaches to attract and reach members of underrepresented groups (51 per cent vs 46 per cent in 2013).

“Compared to the pre-pandemic era, Canadian executives are now facing increased competition to recruit talent and one-third of executives find retaining employees to be more difficult compared to two years ago,” says Candy Ho, inaugural Assistant Professor, Integrative Career and Capstone Learning, University of the Fraser Valley and Vice-Chair, CERIC. “To compete, it’s imperative for employers to take strategic actions and find ways to differentiate the value proposition they offer to current and prospective workers.”

“Career development is an essential strategy for recruiting, developing and retaining productive and satisfied employees,” adds Ho. “This approach can address major challenges that employers face today. From finding underrepresented talent to providing career coaching to employees, companies can positively build a stronger workforce and contribute to Canada’s economic growth.”

Take a Hard Look at Soft Skills

Executives who have experienced more difficulty in employee retention (72 per cent) more often identify a skills gap in their industry (42 per cent) and are finding it increasingly more difficult to recruit people with the soft skills they deem important (40 per cent). While positive attitude and good communication skills continue to be seen as the two most important soft skills for prospective employers, the importance of reliability and dependability has increased by more than 100 per cent:

  1. Positive attitude (29 per cent vs 36 per cent in 2013)
  2. Communication skills (22 per cent vs 29 per cent in 2013)
  3. Reliability and dependability (21 per cent vs 9 per cent in 2013)
  4. Strong work ethic (18 per cent vs 23 per cent in 2013)
  5. Teamwork skills (16 per cent vs 25 per cent in 2013)

Many career development experts suggest soft skills are gaining the upper hand over hard skills. Occupations requiring good social skills are becoming more common and have even been described as critical for the future of work. The survey revealed executives are most likely to hire someone with soft skills who is a good fit and provide training (78 per cent).

The federal government has also taken action to prioritize soft skills with Employment and Social Development Canada (ESDC) looking at ways of improving the Essential Skills Framework. In 2021, they released the Skills for Success [ii] which includes communication; creativity & innovation; problem solving; and adaptability, to name a few.

“Employers are increasingly looking for candidates with hybrid skills, which are a combination of soft and hard skills,” says Ho. “Canadians have the opportunity to develop and implement skills that might set them apart from other candidates. These new skills will also make them more effective at their current jobs and let them quickly adapt to changing industries and apply their skills and talents toward a fulfilling career.”

Investing in Career Development to Close the Skills Gap

While 73 per cent agree employers have a responsibility to provide career management programs for employees, only 27 per cent provide these programs and 45 per cent were unaware of career development professionals before this survey.

“Canadian executives have the unique opportunity to help Canadians take charge of their career by investing in development strategies that help employees identify personal strengths and clarify career goals that can positively contribute to job satisfaction,” says Raymond. “Working with a career professional can support organizations to build strategies that meet company needs and improve employee engagement, which ultimately leads to increased productivity, positive relationships, job clarity and a supportive work environment.”

Cannexus Conference – January 24-26, 2022

The findings from this Canadian survey were released during an industry expert panel discussion at Cannexus, Canada’s largest bilingual career development conference. More than 1,700 career development professionals participated in this virtual conference that included more than 150 sessions on the latest research, policy and practices in career and workforce development.

About CERIC

CERIC is a charitable organization that advances education and research in career counselling and career development, in order to increase the economic and social well-being of Canadians. It funds projects to develop innovative resources that build the knowledge and skills of diverse career professionals; annually hosts Cannexus; and publishes the country’s only peer-reviewed academic journal in the field, Canadian Journal of Career Development. For more information, visit www.ceric.ca

To arrange an interview with a CERIC board member and industry expert or for more information, please contact: Sonia Prashar or Bronlynn Carrington at spPR Inc. soniaprashar@sppublicrelations.com I bronlynncarrington@sppublicrelations.com

[i] From November 18 – December 17, 2021, Environics conducted a national telephone survey among 501 randomly selected Canadian businesses. Interviews were conducted with senior level employees with awareness of, and responsibility for hiring, training and career development within the organization. Quotas were monitored to ensure that a minimum number of interviews were conducted within each region of Canada. The sample was designed to conduct interviews with senior staff of businesses across Canada, of various sizes, location (urban, rural and suburban), and industries. The margin of error is ± 4.4 percentage points, at the standard 95% confidence level.

[ii] https://careerwise.ceric.ca/2021/06/28/what-you-need-to-know-about-canadas-new-skills-for-success-framework/#.YdiPK2jMLIU
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2022

Lynne Bezanson honoured with Wileman Award for her remarkable achievements

The recipient of CERIC’s Etta St. John Wileman Award was announced as Lynne Bezanson, Executive Director Emeritus of the Canadian Career Development Foundation (CCDF) on Jan. 25 at Cannexus, Canada’s Career Development Conference. Lynne was recognized for a remarkable career, devoting herself to strengthening the reach and impact of career development in Canada and internationally. This award for lifetime achievement celebrates individuals who have established themselves as leaders within career development and devoted their lives to enhancing the sector as a whole. 

Wileman Selection Committee Chair Jennifer Browne honoured Bezanson as a pioneer in building the professionalism of the field. “From her early days as a teacher and guidance counsellor to her extraordinary work in the federal public service and non-profit sector in areas of research and development, policy consultation and capacity building, her commitment to this field and to those it serves knows no bounds,” Browne said. 

Beginning in 1976, Bezanson’s achievements include creating the national Competency-based Employment Counselling Training Program with the federal government to build the competencies of 4,000 employment and special needs counsellors. This program was recognized by Canadian post-secondaries and adapted by federal employment services in France, Sweden, Japan and Malaysia. In 1990, she joined CCDF and led the Creation and Mobilization of Counselling Resources for Youth (CAMCRY) initiative. CAMCRY was the first significant research and development initiative in the field of career development in Canada and served as a catalyst for career development as a viable research focus across Canada.   

In 1993, Bezanson became the Executive Director of CCDF and shaped it to become a trusted national leadership and innovation body for the career development sector. She was instrumental in forming the Canadian Research Working Group for Evidence-Based Practice (CRWG), creating collaboration amongst francophone and anglophone researchers across Canada and establishing the evaluation framework adopted by federal government to guide funded projects. She was a driving force behind the international movement to mobilize policy, practice and research leaders. She also chaired the International Centre for Career Development and Public Policy and was an expert contributor to OECD guidance studies internationally.  

Devoted to professionalizing the field, Bezanson brought the sector together to build the Canadian Standards and Guidelines for Career Development Practitioners. The first of their kind in the world, the S&Gs have underpinned practice and training in the field for over 20 years and served as a model for countries around the world. 

The award is given in the name of Etta St. John Wileman, a champion and crusader of career, work and workplace development in Canada in the early 20th century. She believed that work was about the individual and in the importance of work to the human soul. Wileman was a strong advocate for a national system of employment offices. She also lobbied for the role of parents and schools in the career development guidance of children. Past recipients of the award have included Marilyn Van Norman, Dennis Pelletier, Norman Amundson, Mildred Cahill, Bryan Hiebert, Donald Lawson, Michel Turcotte and Roberta Borgen (Neault). It is awarded on a less-than-annual basis. 

Bezanson was not able to join us for the virtual award presentation but CERIC hopes to be able to present it to her at Cannexus in person next year in Ottawa.

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2022

CERIC national employer survey reveals Canadian executives struggling with recruitment, skills gap

The majority of Canadian executives (81%) are having difficulty finding people with the right skill set to fill positions and 78% agree there is a skills gap in their respective industry, but few have drawn on the expertise of career development professionals to address recruitment and retention challenges, according to a national survey recently conducted by Environics for CERIC.*

For the Career Development in the Canadian Workplace: National Business Survey, CERIC surveyed 500 Canadian executives in more than 11 industries including service, retail, hospitality, construction and manufacturing. The survey reveals keen insights into Canadian organizations’ current views on skills and talent gaps in the labour market; hiring underrepresented groups as part of equity, diversity and inclusion strategies; and the importance of investing in career development. The survey also provides comparability to CERIC’s 2013 survey to track differences within the past eight years.

Top challenges for Canadian businesses

In this fluid pandemic landscape and underlying uncertainty, the challenge of finding young & skilled talent has increased in the past eight years. The top five challenges faced by employers are:

  1. A shortage of skilled workers (75% vs 68% in 2013)
  2. Finding young workers (66% vs 51% in 2013)
  3. Supply chain issues (70%)
  4. General state of the economy (69% vs 77% in 2013)
  5. Regulation and red tape (52% vs 63% in 2013)

While employers in Ontario were the least likely to experience a shortage of skilled workers in 2013, they are now the most likely, followed by executives in Quebec and the Prairies.

Recruiting and retaining talent

Eighty-one per cent of Canadian executives are having difficulty finding people with the right skill set to fill positions in their companies – up from 70% in 2013. Additional difficulties include:

  • Finding reliable candidates with the right work ethic (29%)
  • Competitive job market in their respective industry (23%)

While the importance of resumes has not deviated significantly since 2013, executives are finding a potential employee’s online footprint to be increasingly important (63% vs 52% in 2013).

Despite the growing importance of equity, diversity and inclusion, there has been a modest increase in the proportion of executives putting effort into customizing their recruitment approaches to attract and reach members of underrepresented groups (51% vs 46% in 2013).

Take a hard look at soft skills

Executives who have experienced more difficulty in employee retention (72%) more often identify a skills gap in their industry (42%) and are finding it increasingly more difficult to recruit people with the soft skills they deem important (40%). While positive attitude (29%) and good communication skills (22%) continue to be seen as the two most important soft skills for prospective employers, the importance of reliability and dependability has increased by more than 100% since 2013. The survey revealed executives are most likely to hire someone with soft skills who is a good fit and provide training (78%).

Investing in career development to close the skills gap

While 73% agree employers have a responsibility to provide career management programs for employees, only 27% provide these programs and 45% were unaware of career development professionals before this survey.

“Canadian executives have the unique opportunity to help Canadians take charge of their career by investing in development strategies that help employees identify personal strengths and clarify career goals that can positively contribute to job satisfaction,” says André Raymond, CRHA, Laval University and Chair of the Board of Directors.

The findings from this survey will be released during an industry expert panel discussion at CERIC’s Cannexus conference on Jan. 24 at 1:15 p.m. ET.

*From Nov. 18 – Dec. 17, 2021, Environics conducted a national telephone survey with senior-level employees from 501 randomly selected Canadian businesses across the country. The margin of error is ± 4.4 percentage points, at the standard 95% confidence level.

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Careering

Maintaining a career mindset during times of change

Self-knowledge, goal setting and preparation can help clients increase their resiliency

Nancy Curtis

Author headshotA pertinent issue both a career practitioner and jobseeker can face during transition is maintaining a career mindset. Change is inevitable and a part of daily life, but COVID–19 has presented a unique set of challenges that require a strong career mindset and an arsenal of change management skills. Incorporating change management skills into a career mindset is good starting point that will enable you and your clients to stay grounded in an ever-changing economic and social landscape.

What does it mean to have a career mindset?

The definition of a career mindset presented in this article is blend of several career development theories that have helped jobseekers find meaningful employment and opportunities for their careers to grow and develop. It draws on theories from John Krumboltz’s Planned Happenstance, Frank Parsons’ Trait and Factor, and Donald Super’s Super Self Concept. It also embraces the philosophy of the core competencies and career development terms found in the Canadian Standards and Guidelines for Career Development Practitioners. There are new and emerging theories and models that can build on the work that you do with your clients developing a career mindset, and another helpful reference is the book Career Theories and Models at Work: Ideas for Practice.

A career mindset is a strategic approach to career development that is deliberate and focused on how the individual seeks to shape their future and see their career develop and unfold. It includes an attitude of flexibility and openness, as well as the view that all opportunities have the potential to advance personal and professional development.

An individual who has a career mindset is aware that careers are fluid and require adaptability; is open to assessing paid and unpaid opportunities as they arise; and embraces the unexpected, serendipitous moments life can throw at us. A career mindset includes an understanding that change is inevitable. This means the jobseeker has a contingency plan to ensure the direction of their career remains on track, and that they are not impulsive and over-reactive in the face of change.

“A career mindset is a strategic approach to career development that is deliberate and focused on how the individual seeks to shape their future and see their career develop and unfold.”

A career mindset is a tool any jobseeker can develop and periodically review. It involves being creative and innovative to increase resiliency in times of change. Although change can be emotionally draining, when a jobseeker finds themselves in these situations, the knowledge that they have a solid career plan will help reduce the impact of change and offer some relief while they adapt. A career mindset can give confidence, as it ensures a plan is in place and is still moving forward.

Developing a career mindset

The career practitioner can support the jobseeker with knowledge and tools to develop and employ a career mindset.

Know what you have to offer: The first step in guiding jobseekers to develop a career mindset is to help them assess what skills and expertise they have to offer an employer. This can be challenging when a client is in the midst of change, working on their resume or not properly prepared when asked about this during a performance review. We can forget we are constantly evolving and developing more skills, experience and learnings during the course of our career. Our views and capacity change as we continually receive new information and our horizons broaden, providing opportunity to steer our careers in different directions. Having the jobseeker revisit their skillset and take inventory regularly reminds them what they offer to employers, boosts their confidence and can shed light on areas where capacity building is needed.


Read more

Social mentalities: A new approach to career mindsets

Overcoming limiting beliefs can help clients move forward in their job search

How mindsets helped two newcomers find their fit in career services


Set goals: Many of us have heard about goal setting so many times that it feels like a cliché, which diminishes its value and importance. However, goals provide direction and purpose when we follow them. Without goals, we have no way to take action and track our progress. It is one thing to say what direction you want your career to go, but if you do not map out the journey, you are not taking the steps needed to put the decision into action. When used effectively, goals are our compass and the guide we need to reinforce a career mindset. If the jobseeker you are working with has not set goals recently, this is a valuable step to keep their career on track and fresh.

Be prepared: Maintaining a career mindset may be difficult during times of uncertainty, but it is necessary to weather the storm and remain focused. Without a career mindset in place, jobseekers risk being in a position where their choices are limited – like when facing an economic downturn or a company reorganization. During these times of duress, clients may become less objective and more reactive when looking for employment opportunities.

In her book How to Survive Change You Didn’t Ask For, MJ Ryan recommends getting all the facts about a situation before jumping to conclusions or making assumptions. Whether the client you are working with is looking for new work or just wanting to move within an organization, they need to gather as much information about the business’s operations, its culture and how it adapts to change.

Some questions to guide your clients when they are gathering information are:

  • What are the company’s goals for the future? Will you be able to move and grow in the organization?
  • Does the organization promote career development and actively involve the employee in the direction they want to take their careers?
  • What are the growth and trends in the organization and in the industry? Will the client’s skillset meet the gaps and future trends of their industry?

Look for opportunities to grow: We often look at promotion as the only way to learn new skills and climb the corporate ladder; however, we risk overlooking other, less obvious opportunities. When we have a career mindset, we are open and constantly looking for opportunities to grow and develop. We can do this by looking for gaps in an organization and understanding where our skills, values and experience will fill them.

If a jobseeker is interested in a particular position, they need to read beyond the job posting to understand what skillsets the organization is really trying to fill. Take the initiative to get more information by reaching out to HR, a manager or someone who currently works in the role about the “nitty-gritty” of the position. Explore additional training needed to excel at the role. Examining the trends of the industry through labour market reviews and future forecasts can reveal what training is required to advance in the field.

Examine your attitude: It is hard to stay focused when life is in constant change; however, without a solid career plan, we can unintentionally convey the wrong messages to potential employers and individuals who can help us progress in our careers. Daniel Goleman, behavioural scientist and author of Working with Emotional Intelligence, talks about self-awareness and understanding yourself. Being self-aware when emotions such as fear or anxiety arise will help your client redirect and deal with them right away. A solid career mindset exudes confidence and a calming effect that others will see and want to imitate.

Regardless of where a jobseeker currently is in their career, determining and maintaining a career mindset will lessen the impact of change, improve their personal and professional development and guide their journey to happiness and success.

Nancy Curtis has been working in the field of career and employment services for over a decade in both the public service and non-profit sectors. She is passionate about career development and sees it as a vehicle to lead others to find meaningful and lasting employment.

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‘You didn’t just make pizzas!’ Resume writing and career mindsets for WIL students

Students can prepare for their future careers by first reflecting on their past

Dustin Edwards and Frederick Mills

Author headshotsEvery fall at the University of Alberta, roughly 500 second-year engineering students enrol in ENGG 299: Introduction to Co-operative Education. This course is a mandatory, for-credit “bootcamp” designed to help students develop their job-ready skills in preparation for their first work placement. But this course isn’t just about getting a first job. It is also a rare opportunity for students to pause and think about what it will take to succeed in the rest of their careers.

How can work-integrated learning (WIL) professionals prepare and empower students to enter their work placements successfully, and also feel ready and excited for the twists, turns and lifelong growth that will define their future careers? Bringing the concept of career mindsets directly into the resume preparation process can be an important first step.

A career mindset means that students aren’t just thinking about what it will take to get their next job. They are thinking about who they already are, and who they might grow to become over the course of their working lives.

However, career mindsets are not just forward looking. For early stage WIL students, developing a career mindset can involve reflecting on their work histories, achievements, interests and skills. Students feel empowered knowing that they have already been accumulating experiences that will contribute to their careers, while employers will be better able to recognize students’ potential. “You didn’t just make pizzas,” we recently told one of our students, who was struggling to identify the value of their past employment experiences. “What did you really do?”

Using resumes as a tool for career mindset development

Nearly 40 years of scholarship has consistently demonstrated the relationship between lifelong learning, intellectual agility, motivation, and personal and professional success (Elliot & Dweck, 1988; Dweck, 2008; Yeager & Dweck, 2012). A recent study predicted that 85% of jobs that will exist in 2030 have not yet been invented (Institute for the Future, 2017). Innovation, growth and flexibility are the watchwords of labour markets that are in continuous flux.

Graduates in engineering, as in many other professions, need career mindsets centred on flexibility, resilience and creativity. Academic training alone can’t guarantee the trajectories of their future careers. Students need to be ready to leverage skills that may not seem immediately obvious, and practise seeing themselves as adaptable lifelong learners who will only continue to grow.

Co-op students implicitly understand this. As well as classroom training in math, mechanics and materials testing, students complete 20 months of paid work experience that will require them to try different jobs and work with different teams, building a variety of skills for the long term. Students recognize that they will need to be capable and future-oriented, with an existing slate of skills and the potential to develop further.

Through the resume review process in ENGG 299, we take this implicit understanding of the importance of career mindsets and make it explicit. How do we do this?

  1. Stressing the importance of transferable skills

In contrast to technical skills, transferable skills can be defined as those skills that are job related, but not job specific (Chadha & Lewis, 2006). For our young pizza chef, creating a first-rate resume involved asking them to think holistically about what transferable skills they gained from that role. Knowing how many pepperonis go on an extra-large pizza pie was secondary to the sound communication and teamwork skills, time management and safety knowledge required to do the job well. We invite students to consider their past experiences and accomplishments through the prism of transferable skills.


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The benefits to students and employers are manifold. For students, the language of transferable skills is empowering and future-focused, and this mindset will serve them long after they graduate. It also acts as a potent tonic against imposter syndrome, self-doubt and feelings of unworthiness. For employers and HR professionals, resumes that use statements and action verbs grounded in the syntax of transferable skills allow those professionals to better understand students’ experiences, their potential and the value they could bring to a position.

If the jobs of tomorrow have truly not yet been invented, an emphasis on transferable skills in resume writing for early-stage WIL students is critical. This emphasis helps students secure meaningful co-op positions now, develop and enhance transferable skills for later, and gain the invaluable technical knowledge necessary to thrive in the job market of the future.

  1. Considering graduate attributes

For our early stage WIL students, a resume that effectively communicates transferable skills is a must. Yet, not all transferable skills are created equal. Students need to be savvy about which skills to prioritize in order to succeed in their desired field. Engineers Canada cites the importance of lifelong learning and professional development, equity, and economics and project management for engineering students. To thrive as engineers or beyond, students need to recognize when they already have these skills and the necessity of developing them further.

The ENGG 299 resume exercise is a key place to help students build this career mindset. As they prepare their resumes, we ask students first to consider the attributes and skills that engineering graduates need. These often go beyond technical skills for specific jobs and instead get at the qualities required to succeed in life-long careers. Students identify attributes such as flexibility, leadership, intercultural understanding and business acumen. Then, we ask them to identify the attributes and skills they already have, and those that need further development.

“Students need to be savvy about which skills to prioritize in order to succeed in their desired field.”

This approach of embedding career mindsets into resume writing can also work in other fields, as students can articulate where they have been and how this relates to what it takes to succeed in their desired careers.

Conclusion

The novelist and poet George Eliot once purportedly quipped, “It is never too late to be what you might have been.” With apologies to Ms. Eliot, it is also never too late to be what you already have been. You simply need to realize it.

Career and growth mindsets can help make this realization manifest. For students at the start of their professional journeys, with seemingly little relevant experience, having a career mindset will not only help them secure their first professional job, but also prepare them for life-long growth and adaptability. By refracting their past work experience through a career mindset lens, students can identify what skills they have and in what areas their skills could be further developed. By thinking in terms of transferable skills and graduate attributes, students can focus on building career trajectories that embrace lifelong learning informed not only by where they would like to go but by where they have already been.

The resume is a key site where career professionals can nurture career mindsets in students. Our once pizza chef may never make another pizza. But a career mindset will help them re-interpret that position, and use it as a springboard to think about themself as the kind of person who made the most of every opportunity, and never ceased developing the skills that would see them through their whole career.

Dustin Edwards, MEd, is an Employer Relationship Manager in the Faculty of Engineering at the University of Alberta. He has been the instructor for ENGG 299 for the past three years while working in co-operative education, and has been involved in student engagement through a variety of roles over the course of his 10-year career at the University of Alberta.

Frederick Mills, MA, is a Program Advisor in the Faculty of Engineering at the University of Alberta. He has worked for the past four years in the fields of employment readiness training and work integrated learning.

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