Outlook Levers for Change. March 29 th, Version1.0

Transcription

1 Outlook Levers for Change March 29 th, 2011 Version1.0

2 Outlook Canada s ICT sector will face alarming skills and labour shortages over the next five years 106,000 hires by 2016, roughly 17,700 annually 2. ICT jobs are fundamentally, and profoundly changing. 3. All ICT sector stakeholders are poised and ready for action.

3 Methodology Econometric model of demand and supply trends Data: Enrolment/graduation trends, immigration, labour force, Census Review other forecasts: IDC Canada, Conference Board, IHS Global Insight (WITSA) Review of Trade Press, Scholarly Literature and Reports Two Surveys: Telephone survey of 100 Industry Leaders (Ipsos-Reid) Web survey of 268 Employers Interviews, Focus Groups Webinars: Telephone Interviews of 10 Industry Leaders 11 Focus Groups (6 industry, 3 post-secondary) 6 webinars Six Industry Validations to review Draft Findings Over 500 Industry and Post-Secondary Leaders

4 Demand Drivers 1. Projected spending on ICT by business and households. 2. Projected spending on R&D by the ICT Industry. 3. Projected changes in imports of ICT services ( off-shoring). 4. Projected changes in exports of ICT services ( near-shoring). 5. Technology trends. 6. Outsourcing trends.

5 Supply Drivers 1. Demographics: projected exits from ICT labour force. 2. Enrolment and graduation trends. 3. Immigration both permanent and temporary. 4. Changes from trend employment ( reaction function ).

6 Employment Growth: 2000 to Business Analysts Index: 2000 = Computer Engineers User Support Techs Computer Programmers Statistics Canada, Labour Force Survey

7 National Outlook: Core ICT Occupations A122 Computer and information systems managers A311 Telecommunication carriers managers C033 Electrical and electronics engineers C047 Computer engineers (except software engineers) C071 Information systems analysts and consultants C072 Database analysts and data administrators C073 Software engineers and designers C074 Computer programmers and interactive media developers C075 Web designers and developers C141 Electrical & electronics engineering technologists & technicians C181 Computer network technicians C182 User support technicians C183 Systems testing technicians F124 Broadcast technicians Acute Excess of Supply over Demand Excess of Supply over Demand Skills Shortages in Many Fields Excess of Demand over Supply: Pervasive Shortages Acute Excess of Demand over Supply: Absolute Supply Constraints

8 National Outlook: Core ICT Occupations A122 Computer and information systems managers A311 Telecommunication carriers managers C033 Electrical and electronics engineers C047 Computer engineers (except software engineers) C071 Information systems analysts and consultants C072 Database analysts and data administrators C073 Software engineers and designers C074 Computer programmers and interactive media developers C075 Web designers and developers C141 Electrical & electronics engineering technologists & technicians C181 Computer network technicians C182 User support technicians C183 Systems testing technicians F124 Broadcast technicians Acute Excess of Supply over Demand Excess of Supply over Demand Skills Shortages in Many Fields Excess of Demand over Supply: Pervasive Shortages Acute Excess of Demand over Supply: Absolute Supply Constraints

9 LEVER 1: Stimulating post-secondary enrolment The findings of the Outlook point to the importance of: Increasing awareness of ICT careers among youth particularly young women, as women represent an under-utilized segment of the potential ICT employment base as well as their influencers (parents, teachers, guidance counsellors and the media) Improving the networks, tools and resources available to help young people overcome the challenges of preparing to enter ICTrelated careers Encouraging blended-program post-secondary enrolment (i.e., enrolment in programs that blend ICT and other domains such as business, health, or digital media)

10 LEVER 2: Integrating Internationally Educated Professionals (IEPs) To address this challenge, sector stakeholders need to work together to: Implement or expand the Provincial Nominee Program to include ICT occupations Identify and cultivate IEP candidates who specifically meet the needs of occupations experiencing skill and labour shortages Establish intensive integration programs with co-op, internship or commensurate-to-skill-set work experience components (of a minimum three-month duration) to strengthen IEPs business, language and cultural skills Engage and empower employers to recruit and retain IEPs

11 LEVER 3: Shifting to integrated, cross-discipline post-secondary programs with practicum components and professional development opportunities Key recommendations for post-secondary educators are to: Transition post-secondary students and graduates to employment through internships and work placements that are integrated into curricula Move toward blended post-secondary programs offered jointly by colleges and universities to combine ICT skills with domain areas of study Collaborate with industry to provide professional development opportunities at critical points on the career pathway

12 LEVER 4: Encouraging industry investment in the skills it needs Among the many steps industry can take, some of the most important are: Investing in nearly qualified candidates ones who may not possess all the required skills but are a close fit and focusing on training and development Accepting internships and work placements and providing greater numbers of co-op opportunities Using competency profiles and certifications as the basis for upgrading employees occupational competencies Enabling workers re-skilling by supporting continuing professional development Establishing national mentorship programs

13 LEVER 5: Embracing diversity and inclusion To access its full domestic labour potential, Canada s ICT sector should strive to: Increase awareness among and inform young women and Aboriginal/First Nations youth about ICT jobs in domains such as e- health and digital media Increase the visibility of role models and mentors who can inspire others within these important, underutilized groups to pursue ICT careers Make companies accountable for building targeted, non-biased diversity and inclusion strategies into their corporate practices Provide advancement and growth opportunities for high potentials in non-traditional talent groups

14 Report is available on the ICTC website at: /Outlook_2011/index_en.html