Labour Market Study of Solid Waste Management Employment in Canada

Transcription

1 555 Rene-Levesque Blvd. W. 9 th floor Montreal (Quebec) H2Z 1B1 CANADA (514) Fax (514) Internet info@zba.ca Labour Market Study of Solid Waste Management Employment in Canada Employer Survey and Focus Group Key Findings 1145 Lebourgneuf Blvd. Suite 220 Quebec (Quebec) G2K 2K8 CANADA (418) Presented to: Fax (418) Internet info@zba.ca November 26, 2009

2 Table of contents Page 1. Summary of Key Findings 2 2. Survey and Focus Group Methodology 4 3. Employer Survey Key Findings 6 General Trends 7 Recruiting 8 Human Resource Management Practices 14 Staff Development and Training Employee Focus Group Key Findings 20 Career Path/Job Search 21 Job Satisfaction 22 Staff Development and Training Summary Conclusions pres-final.ppt 1

3 1. Summary of Key Findings

4 1. Summary of Survey Key Findings The majority of employers mention that the number of employees in their organization has remained stable over the past three years. Nevertheless, between 12% and 30% of employers have experienced an increase for at least one of the occupations. When asked to predict the change in the number of employees over the next three years, between 14% and 43% of employers anticipate this number to increase, particularly for labourers (43.4%) and licensed/heavy equipment operators (34.0%) where difficulties in hiring are experienced. Health and safety at work is by far the most important human resources challenge. Thus, the majority of employers currently offer CPR of health and safety courses. Most organizations use numerous human resource management practices, especially job and task descriptions as well as training and development programs. According to employers, the most important training issues are employee loyalty (retaining employees after training) and skilfulness to transfer knowledge to job performance pres-final.ppt 3

5 2. Survey and Focus Group Methodology

6 2. Survey and Focus Group Methodology The employer survey was conducted by telephone and fax between August 6 th and October 14 th, 2009 with the person responsible for human resource management in 726 organizations, public and private, for which solid waste management was the primary activity, and with 127 private organizations for which the secondary activity, but not the primary activity, was related to this sector. The margin of error for 853 respondents is ± 3,4%, 19 times out of 20. A disproportional stratified sampling technique was used in order to ensure a significant number of public organizations and in some regions (e.g. territories). A weighing procedure based on region and type or organization (public or private) was applied to the 726 organizations for which solid waste management was the primary activity (mainly NAICS 562). Sample profile: The majority of respondents are working in the area of solid waste collection or in a waste management agency or department at the l, municipal or regional level; Most organizations have only one establishment (73.9%); Employers are located in Ontario (41.0%), Quebec (19.8%), British-Columbia (12.2%) and Alberta (12.1%), the remaining provinces and territories representing 14.9% of the total number of 726 organizations polled; The majority of organizations have less than 50 employees in total (76.3%) and less than 20 employees assigned to SWM (70.5%). Focus groups were conducted in Calgary, Vancouver, Montreal, Halifax and Toronto between October 27 th and November 9 th 2009, with a total of 40 employees from different occupations in SWM pres-final.ppt 5

7 3. Employer Survey Key Findings

8 3. Employer Survey Key Findings General Trends According to employers, regulations represent the most important challenge that can affect the growth of their organization, followed by production (i.e., productivity, better equipment). Potential challenges that may affect the growth of your organization in solid waste management. Please indicate if this challenge is? Very important Somewhat important Of minor importance Not at all important Does not know Regulations 66.9% 22.2% 5.0%4.8% 1.2% Production 48.2% 33.4% 8.7% 7.8% 1.9% Financing 42.3% 27.9% 15.5% 12.0% 2.3% Competition - market share 33.1% 27.9% 16.0% 20.9% 2.1% Marketing and Market development 32.1% 31.8% 15.1% 18.9% 2.1% Technology - Information Technology (IT) 30.2% 39.1% 16.4% 12.9% 1.4% Recruiting and Human Resources Management 26.7% 39.0% 19.9% 13.2% 1.2% Research & Development 24.2% 31.0% 23.5% 19.0% 2.3% External growth 22.8% 26.9% 22.6% 25.2% 2.5% 7763-pres-final.ppt 7

9 3. Employer Survey Key Findings Recruiting In general, between 12% and 30% of employers reported that the number of employees for each job type has increased over the past three years, particularly for labourers and licensed/heavy equipment operators. However, for most job types, the number of employees remained stable. For each of the following levels, please indicate if the number of employees in your organization decreased, remained stable or increased over the past three years Increased Remained stable Decreased Not applicable Does not know Labourers 29.7% 49.7% 12.5% 7.2% 1.0% Licensed/heavy equipment operators 25.4% 51.0% 7.7% 14.9% 1.0% Supervisors/Group leaders 17.5% 65.7% 7.2% 9.0% 0.6% Higher management specific to SWM 16.4% 70.0% 8.1% 4.3% 1.3% Post secondary-educated professionals 15.1% 59.4% 6.0% 18.0% 1.5% Technicians/Technologists 12.2% 54.4% 5.2% 27.1% 1.2% 7763-pres-final.ppt 8

10 3. Employer Survey Key Findings Recruiting When asked to predict the change in the number of employees over the next three years, between 14% and 43% of employers anticipate this number to increase, particularly for labourers (43.4%) and licensed/heavy equipment operators (34.0%) where difficulties in hiring are experienced. On the other hand, most employers (between 44.4% and 78.6%) reported that they expect this number to remain stable. For each of the following levels, please indicate if you think this number will decrease, remain stable or increase over the next three years Increase Remain stable Decrease Not applicable Does not know Labourers 43.4% 44.4% 4.8% 6.8% 0.7% Licensed/heavy equipment operators 34.0% 48.5% 3.3% 13.0% 1.2% 2.2% Supervisors/Group leaders 24.7% 63.6% 8.3% 1.2% Technicians/Technologists 23.0% 53.1% 2.2% 19.8% 1.8% Post secondary-educated professionals 20.4% 61.4% 3.0% 13.9% 1.2% Higher management specific to SWM 14.0% 78.6% 2.9% 3.0% 1.5% 7763-pres-final.ppt 9

11 3. Employer Survey Key Findings Recruiting The majority of organizations do not currently experience difficulties in hiring qualified candidates (59.2%). However, other employers have difficulties particularly with labourers and licensed/heavy equipment operators. FOR EACH OF THESE OCCUPATIONS, PLEASE INDICATE IF YOU ARE MEETING DIFFICULTIES TO HIRE QUALIFIED CANDIDATES NOW (N= 726) Labourers Licensed/heavy equipment operators Supervisors/Group leaders Higher management specific to SWM Technicians/Technologists Post secondary-educated professionals Higher management 16.6% 15.0% 12.7% 10.4% 9.9% 8.4% 8.2% General administration 7.1% Others 8.8% Not now 59.2% 7763-pres-final.ppt 10

12 3. Employer Survey Key Findings Recruiting The majority of employers expect difficulties in hiring qualified candidates in the next five years particularly for licensed/ heavy equipment operators and labourers. However, 47.8% of employers will not experience any difficulties. FOR EACH OF THESE OCCUPATIONS, PLEASE INDICATE IF YOU EXPECT TO MEET DIFFICULTIES TO HIRE QUALIFIED CANDIDATES IN THE NEXT FIVE YEARS (N= 726) Licensed/heavy equipment operators Labourers Supervisors/Group leaders Higher management Technicians/Technologists Higher management specific to SWM Post secondary-educated professionals General administration Others 21.9% 20.8% 15.9% 15.6% 14.6% 13.9% 12.9% 10.7% 8.4% Not in 5 years 47.8% 7763-pres-final.ppt 11

13 3. Employer Survey Key Findings Recruiting To recruit employees in SWM, employers rely mostly on relatively traditional sources such as ads in media, Internet, employee referrals, resume bank. All other recruiting tools are used by less than 10% of employers. WHICH TOOL(S) DO YOU MAINLY USE TO RECRUIT EMPLOYEES IN SOLID WASTE MANAGEMENT? (N=726) Ads in media Internet Employee referrals Resume bank Local or provincial employment centre Personal contacts of managers Word of mouth Private placement agencies, head hunters Schools, colleges, universities Job fair Ad in the newspaper / newspaper Bank of employment / employment agency Internal transfers Walk-ins Trade publications and associations Emploi Québec ECO Canada job board Internal posting / /Website of company HRDC website Interns Government Site Call for supply / display item Others Does not know 11.7% 9.5% 8.9% 8.2% 8.2% 5.6% 5.1% 3.5% 3.3% 3.1% 2.4% 1.9% 1.7% 1.6% 1.2% 1.0% 0.7% 0.7% 0.2% 5.6% 5.5% 19.2% 27.0% 49.7% 7763-pres-final.ppt 12

14 3. Employer Survey Key Findings Recruiting To fulfill their labour needs, over half of employers have recruited or are currently recruiting people with no formal education, students and workers laid off in other industries. TO FULFILL YOUR LABOUR NEEDS, HAVE YOU IN THE PAST RECRUITED, OR ARE YOU CURRENTLY RECRUITING (N=726) Yes No Does not know People with no formal post-secondary education? 68.8% 28.8% 2.4% Students? 65.4% 33.6% 1.0% Workers laid off in other industries? 54.0% 42.7% 3.4% People from visible minorities? 46.2% 50.5% 3.3% Immigrants? 39.9% 56.3% 3.9% Aboriginal people? 34.3% 61.4% 4.3% People with disabilities? 32.6% 64.3% 3.1% 7763-pres-final.ppt 13

15 3. Employer Survey Key Findings Human Resource Management Practices According to employers, health and safety at work is by far the most important challenge for human resource management in SWM. Other key challenges are staff turn-over and absenteeism/ sick leave. In general, HR challenges are encountered to some degree across all HR management areas. Potential challenges that may affect your organization in human resources. Very important Of minor importance Does not know Somewhat important Not at all important Health and safety at work (injury) 54.0% 18.4% 12.2% 14.4% 1.0% Staff turn-over 30.2% 23.8% 17.7% 26.4% 1.9% Absenteeism / Sick leave 29.5% 23.5% 19.7% 25.7% 1.6% Providing adequate compensation and/or benefits 29.3% 28.3% 18.2% 21.8% 2.5% Lack of experienced candidates 23.7% 30.3% 21.0% 22.7% 2.3% Lack of candidates with proper training Staff adaptation to new technologies / to organizational changes Competition with other Solid Waste Management employers 23.6% 23.5% 22.8% 29.0% 31.5% 25.3% 23.1% 22.0% 20.3% 21.7% 20.5% 29.7% 2.6% 2.4% 1.9% Competition with employers from other industries 15.8% 24.8% 24.9% 31.8% 2.7% 7763-pres-final.ppt 14

16 3. Employer Survey Key Findings Human Resource Management Practices Most organizations use several human resource management practices. Job and task descriptions, training and development programs and new employee orientation program are the most prominent practices. Bonuses are the most popular incentive program used by organizations to attract and retain staff. Which of the following human resource management practices do you use in your organization? Yes No Does not know Very important for future HR* Job and task descriptions 81.7% 16.8% 1.6% (40.3%) Training and development programs 77.4% 21.6% 1.1% (42.3%) New employee orientation programs 72.2% 25.7% 2.1% (42.2%) Non-monetary incentives / Benefits package 67.9% 30.9% 1.2% (45.2%) Formal performance evaluation and goal setting Communicate salary scale/ structure to employees/ monetary incentives Recruiting and selection process 65.9% 64.0% 63.5% 32.8% 34.9% 33.4% 1.3% 1.1% 3.1% (39.5%) (30.5%) (44.1%) Work enrichment programs 41.3% 56.7% 2.0% (41.0%) Career planning (written staff development plan) 29.7% 68.6% 1.7% (32.5%) Graduated Retirement 24.5% 70.7% 4.9% (35.1%) * The proportion in parentheses refers to the percentage of employers considering this practice very important for future HR development pres-final.ppt 15

17 3. Employer Survey Key Findings Staff Development and Training Compared to 2008, the training budget for 2009 is generally similar (68.1%). Last year, most organizations budget for training was equal to or less than $10,000 (61.1%) but 76.3% of organization in the sector have less than 50 employees. COMPARED TO 2008, IS THE TRAINING BUDGET FOR 2009 BIGGER, SMALLER OR SIMILAR? (N=726) Does not know 6.1% Bigger 15.4% Smaller 10.4% Similar 68.1% 7763-pres-final.ppt 16

18 3. Employer Survey Key Findings Staff Development and Training Over the next three years, most employers expect to offer training to as many or more employees as in 2009 but 43% expect the number of employees who will be trained to increase. OVER THE NEXT THREE YEARS, DO YOU EXPECT THE NUMBER OF EMPLOYEES WHO WILL BE TRAINED TO INCREASE, REMAIN STABLE OR DECREASE COMPARED TO 2009? (N=726) Increase 43.3% Remain stable 50.3% Decrease 3.4% Does not know 3.0% 7763-pres-final.ppt 17

19 3. Employer Survey Key Findings Staff Development and Training The majority of employers currently offer CPR or health and safety courses (60.3%). In-house seminars and further education/training are the next most popular training methods used. As an employer, which of the following tools do you currently use to meet your employees' development plan? CPR or Health and Safety Courses 60.3% Most useful in the future* (36.6%) In-house seminars 42.8% (32.1%) Further education/training 42.4% (30.0%) Off-site Workshops/seminars/conferences 40.8% (27.3%) Direct consultation 35.1% (19.3%) Fast track bridging program 20.2% (11.1%) Online seminars Publications highlighting HR practices of Canadian environmental companies Computerized HR resources 18.1% 16.7% 12.5% (16.3%) (11.3%) (8.9%) Computerized assessment surveys 9.4% (7.8%) Online social media 7.3% (7.6%) Coaching / training the employees 0.2% (0.8%) None Other Does not know 2.1% 0.7% 13.1% (11.8%) (2.1%) (4.7%) * The proportion in parentheses refers to the percentage of employers considering this training tool most useful in the future to meet their employees development plan pres-final.ppt 18

20 3. Employer Survey Key Findings Staff Development and Training According to employers, the most important training issues are employee loyalty (retaining employees after training) and knowledge transfer to job performance. Employers are also faced with several other issues, such as the lack of interest of the employees toward training. To what extent is your organization faced with each of the following SWM training issues? A lot Somewhat Not at all Not applicable Does not know Employee loyalty (retention after training) 28.4% 30.8% 36.4% 3.2% 1.1% Knowledge transfer to job performance 27.2% 36.8% 30.6% 3.4% 2.0% Work schedule / Attending a course during working hours 18.9% 37.7% 39.2% 3.4% 0.9% Training cost 18.8% 37.4% 38.1% 4.8% 0.9% Transportation cost 17.5% 29.1% 46.4% 5.5% 1.5% Employee interest toward training 16.7% 46.0% 32.9% 3.2% 1.2% Accessibility outside big cities 12.6% 22.1% 51.7% 10.4% 3.1% Availability of instructors 11.8% 30.7% 50.2% 6.0% 1.2% Insufficient offer in my region 11.2% 29.3% 48.9% 7.0% 3.7% Highly specialized topic / Not enough providers / Offer not specialized enough 9.0% 33.6% 46.8% 7.7% 2.8% 7763-pres-final.ppt 19

21 4. Employee Focus Group Key Findings

22 4. Employee Focus Group Key Findings Career Path/Job Search The majority of participants did not specifically intend to work in SWM. Yet, some employees in consulting or working for a public organization specifically plan to work in SMW, or at least in the environmental sector, and chose their studies accordingly. Therefore, there is no typical career path, especially for workers a lower levels. According to participants, labourers/ drivers jobs are fairly easy to find, especially because of high turn-over rates. In public organizations, jobs are more difficult to find, since employees stay longer and jobs specific to SWM are not as common. Most people rely on the Internet when looking for a job: Some on general job websites such as Monster, Workopolis or Jobboom; Others on company or government/ municipality websites; A minority mentioned the ECO Canada job board; In addition, drivers and labourers jobs are mostly advertised in the newspapers. Some also use their personal network once they have experience, and target specific companies. Most participants did not know of ECO Canada before being contacted for the focus group. Several indicate that ECO Canada should be more visible on job websites. Suggested services include a mentoring program, training and certification courses, as well as more job postings outside big cities. Some participants showed enthusiasm toward the online course finder that matches training to occupations and job functions pres-final.ppt 21

23 4. Employee Focus Group Key Findings Job Satisfaction Regardless of occupation, the participants job satisfaction is high, particularly due to the relationships with their colleagues, the learning opportunities and the diversity of their tasks. Employees in public organizations are particularly satisfied with their social benefits, including the work-life balance environment, and the job security. Several employees holding a post-secondary education are very motivated by the positive impact of their job on the environment. Your working schedule The physical requirements of your work Your working conditions in general The work-life balance environment Your number of working hours Your relationships with your colleagues The geographical situation of your organization The physical environment of your workplace Your relationship with your direct manager Your job tasks The social benefits offered by your employer Your salary Overtime pay The opportunities for advancement Individual Exercise Results Very satisfied Somewhat satisfied Not very satisfied Not at all satisfied Do not know / Not applicable Mean pres-final.ppt 22

24 4. Employee Focus Group Key Findings Job Satisfaction Participants were asked what challenges they faced in performing their jobs. Dealing with customers and / or the public represents a challenge for many participants. - Employees in private firms sometimes find it difficult to meet customers expectations while those in public organizations have to communicate the importance of preserving the environment. Some participants find it challenging to have to adapt to the regular changes in policies and regulations regarding SWM and to deal with the slow pace of decision-making in government organizations. When asked about the main reason that would motivate them to leave their current job, many participants mention the loss of autonomy / freedom in their work schedule or in the execution of their tasks, as well as the absence of opportunities for advancement, especially those with post-secondary education. Others would change for a better-paid job offer pres-final.ppt 23

25 4. Employee Focus Group Key Findings Staff Development and Training The majority of participants have mostly attended in-house training. Labourers and supervisors have received health and safety courses. Several employees in public organizations mention that the budget for training has been reduced due to the recession. Many employees, especially those with post-secondary education, are interested in participating in courses such as communications, human resources and project management. Some participants consider that internship programs for students are very beneficial to get hands-on experience pres-final.ppt 24

26 5. Summary Conclusions

27 5. Summary Conclusions Recruitment The majority of employers mentioned that over the past three years, the number of employees has remained stable. Between 12% and 30% of employers have experienced an increase, the greatest being among labourers and operators, which represent a higher number of employees compared to management staff. Similarly, over the next three years, most employers expect the number of employees to remain stable, but between 14% and 43% of employers expect it to increase, particularly among labourers and operators. Employees believe it is fairly easy to find a job at the labourer level. While most employers rely on ads in the media, followed by the Internet, to recruit employees, workers mostly use the Internet, except for labourers who look for jobs in the newspapers. The ECO Canada job board is mentioned only by a small proportion of both employers and employees pres-final.ppt 26

28 5. Summary Conclusions Human Resource Challenges For most employers, health and safety at work is perceived as a very important challenge for human resource management, although they agree it is important, employees consider that their organization has good training and procedures to deal with it appropriately. Benefits A significant proportion of employers mention offering bonuses and betterthan-average social benefits to their employees ; in focus groups, workers indicate their satisfaction toward these benefits. Training Although most employers indicate that their training budget for 2009 is similar to 2008, employees in public organizations experienced a decrease. In addition, over half the employers reported a lack of employee interest toward training, while the vast majority of workers, except a few labourers, are interested in participating in training pres-final.ppt 27

29 THANK YOU!