Randstad Canada News Room

Are you ready? Financial services regulation reforms may catch some organizations off guard

Marie-Noelle M — Thu, 23 May 2013 12:00:00 GMT

TORONTO, May 23, 2013 – More than 25 per cent of Canadian financial services providers are either “not very” or “not at all” prepared for upcoming regulatory changes, according to a recent survey conducted by Randstad Canada in conjunction with Ipsos Reid.

The study polled 300 professionals in Canada’s financial services sector working in Operations, Management, Risk Management, Governance, and Regulatory Affairs. The findings highlight that while the majority of those polled felt that their organizations are reasonably prepared to implement these reforms, there remains a significant number of professionals working in the financial services industry who feel their organizations are not yet well prepared for upcoming changes to regulation. Furthermore, one-in-four (23 per cent) were unsure of the ability of their leadership teams at driving or effectively communicating strategies and programs to ensure compliance with tighter regulatory parameters throughout the organization.

“Changes are coming, and in some cases quickly’’, says Jean-Francois Vézina, Vice-President, Randstad Professionals. “The tightening of existing regulations such as Dodd-Frank, Basel III, ORSA, and FATCA will have profound effects on the financial services sector. Organizations will need to adapt to evolving demands under new, and in some cases more intense, regulatory scrutiny, and communicate effectively at all levels to sucessfully implement the necessary processes ”.

Throughout the financial services sector, opinions vary on how these new measures will impact business results. Of the respondents polled, 30 per cent of those familiar with the upcoming changes felt that new measures being put in place will have a positive impact on the business results of their organization, while one-in-five (21 per cent) felt they will have no impact. A further 22 per cent responded that they were unsure of how these new measures will impact their business results.

More than one-quarter (27 per cent) felt that new regulations planned to be put in place will actually have a negative impact on their business results, showing concerns that, upon implementation, new measures will impede their ability to operate in the same capacity – and achieve the same success as at present.

As for the impact on HR and talent management, of those polled, only one-in-four respondents (26 per cent) felt that the human resources function of their organization stood to face significant impact from these new demands.

“Regulatory reforms will almost assuredly result in new jobs across organizations, especially risk management roles that will be in high demand. Financial service providers will need to ensure that their current and future staff has the skillsets and the capabilities to ensure compliance with the revised regulations,” says Jean-Francois Vezina.

“Those that take a forward-looking approach to attracting and retaining this talent at an early juncture will see the benefits of anticipating these changes and be well positioned to achieve a positive impact on their business results,” adds Vezina.

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About Randstad Canada: Randstad Canada is the Canadian leader for staffing, recruitment and HR Services. As the only fully integrated staffing company in the country, we understand the recruitment needs and demands of employers and job seekers across all levels and industries. Through our insightful knowledge of local markets, employment trends and global network of recruitment experts, we are shaping the Canadian world of work. Visit randstad.ca

Confidence Leads Employees to Seek Out Greener Pastures

Mark Klein — Thu, 09 May 2013 11:00:00 GMT

TORONTO, May 9, 2013 – Nearly two-thirds (31.8%) of Canadian employees have indicated they are likely to leave their current job in the next two years, according to the 2013 Randstad Award study, which gathered the opinions and perceptions of over 7,000 Canadian employees and job seekers. Additionally, more than half (54.4%) have indicated that the desire for more money and better benefits will influence their decision to look for a new employer.

“The study response indicates that Canadians once again feel confident in the market value of their skills,” says Jan Hein Bax, President, Randstad Canada. “An improving economy leads to more and better choices for job seekers.”

As important as salary and benefits are to employees, the study results indicate they are not the only factor determining job satisfaction. The study notes that Canadians also place high value on “a pleasant work atmosphere.” Close to a third of respondents indicated that a pleasant work atmosphere is one of the most important factors that would motivate them to stay with their current employer.

Additionally, the study asked Canadian employees to define what a pleasant work atmosphere means to them. The factor “I am recognized when I do good work’’ made it to the top of the list (58%), followed by “Respect from colleagues’’ (55%), and “Feel part of a team’’ (51%). More than half of respondents also defined “an interesting job” as one that that make good use of their skills.

“The results clearly show that Canadian employees want to feel valued and useful at work,” adds Bax. “Organizations that can deliver a work experience that is both financially and professionally rewarding will maintain an edge in attracting and retaining the best talent available. Employers must demonstrate why their company and brand are more attractive and compelling than others.”

About the Randstad Award: The Randstad Award program is based on a robust research platform that gives unique insight into the key drivers of talent attraction within Canada and across the world.

Randstad has been working with globally respected research company, ICMA International, for over 10 years. In 2000, Randstad and ICMA launched the first Randstad Award program in Belgium to measure employer brands. Based on its success, Randstad had expanded the research program into 15 countries around the world. Visit http://www.randstadaward.ca

Randstad Award Methodology: The Randstad Award survey is based on the perceived attractiveness of companies in a specific market. The 150 largest employers per country are selected, each with at least 1,000 employees. The number of respondents on average per market is 7,000. This is a representative sample to measure attractiveness of the 150 companies. Samples are based on national demographics (age, region, gender, education level) with a slight emphasis on respondents aged below 40, potential workers being the target audience of the survey. Each sample is representative on age, region and gender and includes students, employed and unemployed workforce aged between 18 and 65 years old.

Randstad Canada recognized as a “Best Workplace in Canada” for the 7th year in a row!

Marie-Noelle M — Fri, 12 Apr 2013 13:58:00 GMT

For the 7th year in a row, Randstad Canada has been recognized as a “Best Workplace in Canada” by the Great Place to Work ® Institute Canada (GPTW). Randstad is in 39^th position on the prestigious list this year.

Once again, employee engagement is listed as a key criterion in the decision by GPTW.

“Employee engagement is not just a slogan at Randstad,” says Jan Hein Bax, president and country manager. “This organization sees its employees as its most valuable asset. Our staff are key to the ongoing success of the business and our ability to engage them speaks volumes about who we are and where we are going as the Canadian leader for staffing, recruitment and HR services.”

GPTW studies the world’s best workplaces and evaluates best practices that make them stand out from the crowd. GPTW develops its best workplace lists completely independently, without regard to any business relationships with individual companies. Its objective is to improve the quality of the workplace experience. GPTW believes that change can best be achieved by encouraging organizations to aspire to become their best. The approach is positive. By focusing on examples set by great workplaces, they spread the good news that any company anywhere can follow in their footsteps.

Randstad Canada continues to place a strong emphasis on employee development and training. The company strives to create a positive workplace where employees can realize their talents and career aspirations. It’s not just about “talking the talk.” This award proves that we can “walk the walk” too!

“We have great benefits and development programs here,” says Jan Hein Bax. “But it’s truly the culture of our organization that makes us such a great place to work. Creating a positive workplace environment is one of our core values. Everyone who works here is proud of the brand and works hard to ensure our commitment to excellence.”

More than 300 Canadian companies were nominated and more than 57,000 employees at those companies participated in the 2013 "Best Workplaces in Canada" survey.

Spring cleaning – time to dust off your resume and ramp up your job search

Marie-Noelle M — Thu, 11 Apr 2013 12:00:00 GMT

TORONTO, April 11, 2013 – Spring is the season best known for cleaning, and for job searchers, it’s an ideal time to “usher out the old and bring in the new.” Randstad Canada has a few tips that could make an impact on your job search and help you ramp up for landing the perfect career opportunity.

Your resume should tell your story: Employers have heard bland, generic statements such as: I’m a hard worker, I learn quickly or I’m results-oriented, many times. If your resume sticks with these clichés, how will it make hiring managers remember you? Instead, tell them interesting stories! More and more, employers conduct accomplishment-driven interviews, and look for richness and diversity in your experience. Start by reviewing your resume and craft meaningful examples of challenges you met and solutions you have found to overcome them, without omitting the results.

Manage your own personal brand: Your online image does matter. Social media monitoring service Reppler surveyed more than 300 hiring professionals on their recruitment habits, and found that 91% of employers use social media channels such as Twitter, Facebook and LinkedIn to screen job applicants. Google your name to see what comes up. Build a strong, employer-friendly presence online, by carefully selecting which content you want to post publicly. Another recent survey revealed that Linkedin is the most popular tool amongst staffing professionals, so be sure to have a comprehensive profile, one that is error-free and attractive. Position yourself with a catchy subject line, describe your accomplishments in a clear and impactful way, and add your skills and expertise. Incidentally, employers are interested not just in “hard” professional skills but also in “soft” human skills, abilities and characteristics. Ask for recommendations, share interesting articles in your field and take part in groups!

Get mobile job search apps: Utilizing the best apps, setting up job alerts, and organizing contacts on your mobile device are all excellent ways to find jobs and network with your mobile device.

Create a master job application: Save time and be ready whenever an opportunity comes up. Create a form with all of your up-to-date information,ensuring you have checked it for accuracy, grammar and spelling. Make sure to include correct addresses, job titles, employers, termination dates , contact names and phone numbers. This will be your source document for all applications.

Meet new people: Everybody uses social media to find a job or new talent, but that doesn’t mean you can’t benefit from personal interactions. Reach out to your contacts and go to networking events and conferences in your field. Put together a short and compelling description of who you are and what you do. Listen and ask questions, hand out business cards and build new relationships! Word of mouth and personal referrals are still methods that work in today’s job market.

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Women in leadership: Breaking through the glass ceiling

Marie-Noelle M — Wed, 27 Mar 2013 12:00:00 GMT

TORONTO, March 27, 2013 – Findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, reveal that while most Canadian companies have more male than female managers (58%), 88% of Canadians believe in diverse and balanced women/men teams.

The need for diversity expressed by employees is also reflected in their opinions on women in leadership positions. Forty percent feel that there are not enough women in leadership positions at their current employer. The percentage is highest in in China (79%) and India (76%) where employees feel strongly about the need for more women in leadership positions.

Furthermore, 68% of Canadian respondents believe that quotas forcing companies to promote more women to leadership positions are effective.

The study also reports that in Canada, employers encourage women to pursue leadership positions more often than in other countries (74%).

"Canadian employees are seeing the value of nurturing a mixed gender work environment, in the boardrooms as well," says Hanna Vineberg, Vice-President Central Ontario, Randstad Canada. "Companies who build balanced teams will resonate better with their current and potential employees, and will be better equipped to meet the needs of a market that is increasingly complex, demanding and diversified."

With regards to equity, 73% of respondents perceive that their employer rewards men and women equally in similar positions and only 28% think women make less money than men do in similar positions.

In a 2012 study conducted by Randstad polling women from across Canada, a majority of respondents felt there are still discrepancies compared to their male counterparts when it comes to salary. According to the survey, more than nine in 10 women in managerial positions in Canada say that they are still making less money than a man doing the same job.

"The gap in perceptions is a clear indication that organizations still need to invest in promoting gender diversity, especially in more senior roles, and show how their career opportunities are as appealing to women as they are to men", adds Vineberg.

Job Growth for Engineers Strongest in Western Canada

Mark Klein — Thu, 07 Mar 2013 12:00:00 GMT

TORONTO, March 7 2013 - The job market for engineers is strongest in western Canada according to data in the recently released report, Engineering Labour Market in Canada: Projections to 2020.

Sponsored by Randstad Engineering in conjunction with Engineers Canada, the report shows that there is “strong expansion demand” in that sector in British Columbia, Alberta, and the prairie provinces.

Here are some highlights:

Saskatechewan - Engineering markets in Saskatchewan are more cyclical and more varied, but supply constraints are an issue. Resource projects are absorbing all available engineers – especially mining engineers. Saskatchewan is a small market with big project demands that come and go. Local post-secondary programs are not able to keep pace. Engineering immigration has been limited and strong current demand is reflected as Canadians from other provinces seek jobs and licensure in the province;
Alberta - Along with B.C., Alberta is the strongest engineering market in Canada. There was strong engineering job growth in the past year, however there are ongoing shortages and recruiting challenges for engineers with five to 10 years of experience or specialized skills. Growth in enrolments in post secondary programs for engineers has lagged behing national trends and may contribute to a tight labour market;
British Columbia – One of the two strongest engineering markets in Canada, B.C. faces skills shortages and volatile markets in resource related occupations like mining, metallurgical, and petroleum engineers. However conditions are more balanced for computer and industrial engineers. B.C employers will need to source engineers from other markets, however it is hard to attract them from other western provinces due to competitive compensation levels;
Manitoba – Expansion demands are concentrated in resource and utility projects. Construction, particularly in electrical generation and transmission, is a big driver. Labour markets are divided with ongoing shortages and recruiting challenges for engineers with five to 10 years of experience or specialized skills.

On a national basis, expansion demand is expected to create an additional 16,000 jobs for engineers by 2020. Virtually all of these jobs will be west of Quebec, with the bulk of them in Alberta and British Columbia. Alberta specifically has lagged behind national trends in enrolments in engineering programs and an additional 900 engineers are needed annually to balance market demand. In Manitoba, increased construction activity, in particular in electricity generation and transmission, is leading to increased need for qualified engineers.

“Employers in British Columbia will need to source engineers from other markets for much of the coming decade,” said Stephen McCrum, Vice President, Western Canada, Randstad Engineering. “The focus will be on specialized and experienced engineers to replace retiring workers.” The average age of employers in British Columbia is higher than in other provinces, raising replacement demand.

“In Saskatchewan specifically, engineering markets are in a state of flux,” McCrum said. “It is a small market, with big project demands that come and go. Local engineering programs are not meeting the cyclical demands of the market as Canadians from other provinces seek engineering jobs in Saskatchewan.”

The report suggests that markets will function better if human resources planning for engineers includes;

• Retaining older engineers in the workforce longer and adding to programs to accelerate on-the-job training of new graduates,
• Adapting post-secondary programs to meet the specialized needs of employers,
• Increasing the supply of engineers in western Canada, through post-secondary programs and immigration.

The report takes an in-depth look at the country’s current and projected engineering labour market conditions. It includes a detailed forecast of markets and key projects, along with changes in output and employment across Canada, from 2011 to 2020. It also features a thorough outlook that factors in economic and industry growth along with retirements and skill sets. It includes economic background with a detailed forecast of international conditions, commodity and financial markets, and a list of key industrial, resource, infrastructure, and other projects.

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Randstad Engineering is Canada's leader in Engineering Recruitment and Workforce Solutions. http://randstad.ca/engineering/

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About Randstad Canada: Randstad Canada is the Canadian leader for staffing, recruitment and HR Services. As the only fully integrated staffing company in the country, we understand the recruitment needs and demands of employers and job seekers across all levels and industries. Through our insightful knowledge of local markets, employment trends and global network of recruitment experts, we are shaping the Canadian world of work. Visit randstad.ca

Engineering shortages lead Ontario job seekers to go where the action is

Mark Klein — Tue, 05 Mar 2013 13:30:00 GMT

TORONTO, March 5, 2013 – Job seekers in Ontario should focus their training and job searches towards fields with looming skills shortages, according to Randstad Canada, the country's leading firm for staffing, recruitment, and HR services.

Given the importance of job creation for youth in Ontario, Randstad Canada believes it’s essential to channel young people entering the workforce into fields with high demand for talent, including engineering, IT, and skilled trades.

“In particular, it makes sense to encourage youth in Ontario to consider engineering as a worthwhile career option,” said Keith Wark, Vice President Central and Eastern Region, Randstad Engineering. “This is a sector that is clearly in need of seasoned professionals as older engineers retire. If we want to develop that pool of talent, we must hire and develop young engineers now.”

The recently released study, Engineering Labour Market in Canada: Projections to 2020, commissioned by Engineers Canada and sponsored by Randstad Engineering, reveals that Canada is facing a short supply of engineers with more than 10 years of experience, and that supply and demand imbalances in the engineering sector are becoming more serious, specifically in Ontario:

Findings from the Labour Market report note that resource projects in the north and infrastructure upgrades in most regions drive job creation, and that steady improvements in manufacturing create supply pressures for industrial engineers. Additionally, it notes that resource and infrastructure projects add jobs and create significant supply pressures for mining and civil engineers, while steady improvements in manufacturing create supply pressures for industrial engineers.

Randstad Canada’s own projections see a growing demand for engineers in Ontario’s aerospace sector, which requires a highly skilled workforce to deal with aging commercial fleets that will soon need to be replaced. Demand is also growing for engineers in the construction sector, a result of new infrastructure projects. The growth in construction has resulted in an imbalance in the supply of engineers and other highly skilled workers.

Construction activity has been growing and is expected to plateau from 2014 to 2016 and grow moderately, while resource activity in mining and other areas contributes to overall gains for engineers. Expansion demand is gaining momentum and markets are tightening quickly in resource related areas.

While labour market conditions vary from region to region, Ontario in particular must find ways to strike a balance between retiring skilled engineers, and training incoming graduates and international candidates.

“We are encouraged by the provincial government’s stated commitment to youth employment and its understanding of the needs of Ontario’s labour market, ” said Wark. ‘’New projects mean great prospects for young engineers, but employers will need to start hiring based on potential instead of just experience, as a way to counterbalance labour shortages.”

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Labour Market Study shows Engineering Market Skills Shortage and Job Growth

Dayana Fraser — Wed, 16 Jan 2013 13:00:00 GMT

Engineers Canada released Engineering Labour Market in Canada: Projections to 2020 that shows Canada is facing a short supply of engineers with more than 10 years of specialized experience.

The report projects 95,000 professional engineers will retire by 2020. Canada will face a skills shortage because the workforce cannot be replaced fast enough by incoming Canadian or experienced internationally trained graduates.

The report found that supply and demand imbalances are becoming more serious. While engineering labour market conditions vary from region to region, markets must find ways to strike a balance between retiring workers and training incoming graduates and international engineers interested in working in Canada.

“The study will help engineers, students, employers and governments plan for the future requirements of the Canadian engineering labour market,” said Kim Allen, FEC, P.Eng., chief executive officer of Engineers Canada. We thank Randstad Engineering as the sole sponsor of this important study with Engineers Canada.”

“As the country’s leading experts in staffing, recruitment and HR services, we are thrilled to partner with Engineers Canada once again and offer localized labour market information on the future needs of the engineering industry,” said Jan Hein Bax, President of Randstad Canada. “The shortage of highly skilled professionals is undeniably contributing to the challenges faced by Canada’s engineering industry. In order to ensure competitiveness and benefit the future growth and prosperity of tomorrow’s engineering workforce, it’s important to fully understand the current and future needs of the industry. This valuable research is critical to taking us one step closer to addressing these industry challenges head-on.”

Other key findings of the report include areas of job growth due to investment in resources, utilities and infrastructure. This is particularly evident west of Quebec, meaning engineers who are willing to move will find many prospects. However, overall job growth forecasts were weaker than in earlier reports as a result of global economic conditions and government restraint. In terms of immigration, experienced and specialized engineers will have better job prospects in Canada, as employers have recruiting needs for specific projects, but markets will be weaker for new graduates.

The report explores demographic trends and job growth projections, including an overview of disciplines and geographical markets, such as occupations by province, and a new economic background with a detailed forecast of international conditions.

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Randstad Engineering is Canada's leader in Engineering Recruitment and Workforce Solutions.http://randstad.ca/engineering/

Engineers Canada is the national organization of the 12 provincial and territorial associations that regulate the practice of engineering in Canada and license the country's more than 250,000 members of the engineering profession. Engineers Canada is the business name of the Canadian Council of Professional Engineers. www.engineerscanada.ca

For more information, contact:

Dayana Fraser, Marketing/Communications Specialist

416-962-9578, ext. 2317, Dayana.Fraser@randstad.ca

Marc Bourgeois, Director, Communications & Public Affairs

613-232-2474, ext. 238, marc.bourgeois@engineerscanada.ca

Canadian Employees Enter New Year with Bright Expectations

Dayana Fraser — Thu, 10 Jan 2013 13:00:00 GMT

Findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, indicate that Canadian employees will head into the New Year with a bright outlook and higher expectations about their work life.

Hanna Vineberg, VP of Central Ontario, for Randstad Canada says that in 2012, the company’s internal figures show a positive increase in overall demand when compared to 2011. “Over the past year we have seen an increasing number of companies show a willingness to look at how they can grow their business through strategic investments and by investing in their people – there is a lot of opportunity,” she says.

“A few of the divisions which showed an increase in 2012 compared to 2011 were Accounting and Finance Support , Administrative Support, Finance & Accounting, Industrial Support and Skilled Trades and Industrial Management,” explains Vineberg. “We’ve also seen an increase in demand in Canada’s western provinces (2012 compared to 2011) while the skilled trades also continue to be a growing sector in Quebec,” she says.

According to Vineberg, despite lingering economic uncertainty the positive findings reflect a general view that progress has been made. “Although the Canadian employment market has had its share of challenges over the years, there remains abundant cause for us to be optimistic as we enter the new year,” explains Vineberg. “The economy is growing. The OECD forecasts Canada continuing to outpace its Group of Seven peers in economic growth over the next 50 years.

Supporting this view are the results of the most recent Workmonitor survey. The numbers indicate that most employees feel the economic situation in Canada is good (62%) and are optimistic about next year. Two thirds of Canadian respondents also say they expect that the situation will improve next year (65%). Additionally four in every five companies are performing well financially (80%). Three out of four expect to do even better next year (74%).

The survey indicates many Canadians are optimistic about several key aspects of their work life in 2013 and are looking ahead through positive eyes. “That’s great news,” says Vineberg. “The results of the survey are especially good news for employers. The confidence that Canada’s employees have, means they will then have the confidence to invest in themselves and in their organization,” she says.

On the other hand, global results differ as over 61 per cent of employees globally label the economic situation in their country as “bad”. The highest scores are from Greece (98%), Spain (96%), Hungary and Italy (both 94%). The number of global employees who think the economic situation in their country is “good” ranks highest in Norway (94%), Switzerland (87%) and Sweden (74%). Similarly, two thirds of global employees say they expect the financial performance of their organization to improve in 2013. Brazil (86%) and India (92%) rank highest in their expectations while Greece (32%), Luxembourg (38%) and Japan (39%) are more reserved in their expectations.

When it comes to yearly raises and bonuses most employees feel stronger about deserving a financial reward. 65 per cent of Canadian workers say they received a pay raise in 2012 compared to 2011. On trend, 74 per cent of Canadian employees expect their salaries to rise in 2013, and 64 per cent feel they should receive a one-time reward/bonus for their achievements in 2012. But despite the positive outlook, only 35 per cent of Canadians expect to receive a yearly bonus.

In other parts of the world, financial expectations for 2013 are high. Globally, 76 per cent of the world’s respondents feel they should receive a financial reward or one-off bonus, based on their achievements in 2012. Yet only 53 per cent expect to actually receive such a reward.

Interestingly enough, much of the world, including Canada agrees that achieving a work life balance in 2013 is important. According to the survey results, 69 per cent of Canadian workers say their workload increased in 2012 while 75 per cent say they want a better work life balance in 2013. While on a global scale, 80 per cent of respondent say they would like a better work-life balance in 2013. Mexico (87%), Hong Kong (96%) and Chile (96%) rank the highest in this need while this wish is present but not felt as strongly in Denmark (64%), Netherlands (66%) and Belgium (67%).

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The Randstad Workmonitor: After the successful introduction of the Workmonitor in the Netherlands in 2003 and more recently in Germany, the survey now covers 32 countries around the world, encompassing Europe, Asia Pacific and the Americas.

The Randstad Workmonitor is published four times a year, making both local and global trends in mobility regularly visible over time. The quantitative study is conducted via an online questionnaire among a population aged 18-65, working a minimum of 24 hours a week in a paid job (not self-employed). The minimal sample size is 400 interviews per country, using Survey Sampling International. Research for the third wave in 2012 was conducted from October 18 to November 6, 2012.

For the complete set of findings, including comments on differences in opinion by generation, gender and education, visit: http://www.randstad.com/press-room/research-reports.

For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Corporate Holiday Gifts: Canadian Employees Say ‘Tis the Season for Receiving

Dayana Fraser — Wed, 19 Dec 2012 13:00:00 GMT

Companies considering cutting corporate holiday gifts this year may want to think twice. Findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, indicate that 41 per cent percent of Canadian workers report they would like a gift from their employer this holiday season.

According to survey results, over four out of ten (45%) Canadian employees normally receive a gift of their employer, which is similar to the number of Canadian workers that expect to receive one this year (41%). The globally consensus is slightly higher as 48 per cent of respondents from around the world reported receiving a Christmas gift or gift voucher from their employer at the end of the year and 52 per cent expect to receive a gift this year.

Interesting to note is that although it is not common practice in Argentina (54%) to receive a Christmas gift, 80 per cent of the employees expect to get one this year. The same applies to Chile (52% usually gets one vs. 82% expecting one this year), Hong Kong (65% vs. 88%) and Malaysia (47% vs. 71%).

Hanna Vineberg, Vice-President Central Ontario, Randstad Canada, says tokens of an organization’s appreciation, even small ones, can have a big impact on employee morale and productivity. “This data shows a huge opportunity for employers to foster a loyal environment and maintain a productive workforce. Employees enjoy holiday rewards and feel even more appreciated and motivated when they receive them,”says Vineberg. “This is positive news for employers still struggling in the tough economy, because it reveals simple ways that they can keep employees loyal and thereby maintain a productive and competitive business,” she says.

The survey also looks ahead to workers' goals once the holidays pass.

When it comes to resolutions, 48 per cent of Canadians respondents say they always make New Year’s resolutions while 39 per cent of Canadian respondents say they will make specific resolutions regarding their career in 2013.

Globally, 51 per cent of all employees say they always make New Year’s resolutions while 44 per cent report they will make resolutions for 2013 specifically regarding their career. In Mexico (87%), India (81%) and Argentina (80%) it is most common to make New Year’s resolutions. While in Denmark (16%), Sweden (14%) and Norway (24%) it is not a very common tradition.

“As employment confidence gradually improves, it’s no surprise to see employees thinking about their futures," says Vineberg. "Career resolutions can open up a lot of opportunities. They are a good way of pinning down what you really think you should do about your job, your career, or your job search. Having career resolutions and goals are the best way to set yourself up for a successful professional life that is filled with motivation and fulfilment."

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For the complete set of findings, including comments on differences in opinion by generation, gender and education, visit: http://www.randstad.com/press-room/research-reports.

For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Glass Ceiling Persists in Canada’s Boardrooms, Survey Says

Dayana Fraser — Tue, 11 Dec 2012 13:00:00 GMT

According to a poll of 500 female executives conducted by Ipsos Reid and comissioned on behalf of Randstad Canada, the country’s Canadian leader for staffing, recruitment and HR Services, when it comes to salaries, promotions, important decisions and travel, the “glass ceiling” is a very real challenge for today’s female business leaders.

Hanna Vineberg, Vice-President Central Ontario, Randstad Canada says that while equal opportunity in the Canadian workplace has progressed substantially over the years, much work still needs to be done when it comes to removing any and all gender issues in the workplace.

The survey results indicate Canada’s female managers and executives are still seeing a divide on a range of factors when it comes to the differences between men and women in the workplace, with salary topping the list.

Seventy-seven per cent of those polled felt there remained a moderate (39 per cent) or large (37 per cent) divide between the financial compensation a man receives in a leadership role, compared to what a woman receives in the very same position. On the other side of the spectrum, just seven per cent believe that women’s workplace salary is perfectly equal with their male equivalent, while 16 per cent say they notice a small divide.

On a regional basis, this is felt more in Ontario (83 per cent very large or moderate) than anywhere else in the country. Sixty-seven per cent of Quebecers, on the other hand, felt there was a very large or moderate divide, showing more parity in the market than anywhere else in Canada. In fact, Atlantic Canada was the only region in Canada where more than one in 10 (13 per cent) responded that salary was equal for both men and women.

Moving up in the organization also seems to bring about the same divide as salary, with 92 per cent of those women polled feeling there was at least some divide in the opportunities for men and women to be promoted. Nearly three quarters (72 per cent) felt the divide continues to be moderate or very large.

In fact, more than 70 per cent of respondents in every region in English Canada felt there remained a substantial divide in how women and men are considered for promotions, while three in five Quebec respondents (62 per cent) felt this to be the case. Additionally, none of Alberta’s respondents felt that women had an equal consideration for promotions when considered directly with men.

A similar divide is also seen in terms of decision making, where 70 per cent of those polled felt that men are much more likely to be given the opportunity to make important decisions than women.

There also remains a wide gap in the perceptions of Canadian women as to who gets the best assignments in their workplaces. Nearly seven in 10 (69 per cent) feel that men are still frequently assigned the best jobs, tasks or projects compared to women in similar roles, with those in British Columbia (73 per cent), Ontario (71 per cent) and Atlantic Canada (70 per cent) feeling this to frequently be the case.

Even when it comes to business travel, there is still a divide between men and women. More than four out of five women (83 per cent) still felt than men are given somewhat more travel opportunities than women, with half of those polled (53 per cent) feeling there remains a very large or moderate divide when it comes to business travel.

According to Vineberg, “Based on the survey results alone, it is clear there are many divisions seen in the workplace and we still have a long way to go when it comes to salaries, promotions, decision making opportunities, choice assignments and even business travel,” she says. “The persistence of the glass ceiling makes it particularly difficult for organizations to hold on to their best and brightest women. Dismantling the glass ceiling requires an accurate understanding of barriers to advancement that women are facing.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Nearly Half Of Canadians Feel Overqualified For Their Job

Dayana Fraser — Wed, 14 Nov 2012 13:00:00 GMT

Are Canadian’s overqualified for their positions? Findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, reveal that 44 per cent of Canadian’s feel overqualified for their job.

According to the results, four out of 10 Canadian employees believe they are overqualified. This is similar to the global average. Globally almost half (47%) of employees currently feel overqualified in their job. The numbers are highest in China (84%), Turkey (78%) and Greece (69%) and lowest in Belgium (28%), Luxemburg (23%) and Denmark (25%).

On the other hand, two out of 10 Canadian employees say they are under qualified for their position. While globally, one in five workers believe they are under qualified for their job. The number of employees who say they are under qualified for their job ranks highest in Italy (47%), Japan (42%) and Chile (41%) and lowest in Hungary (4%), Czech Republic (7%) and Greece (9%).

Additionally, almost half (45%) of Canadian employees see colleagues in a job above their educational level. While four out of 10 see others in a job below their educational level. Employees from Brazil (61%), Hong Kong (71%) and China (65%) believe many of their colleagues work below their educational level. In Argentina, only 18% of employees feel they are under qualified in their own positions but 65 per cent believe many of their colleagues are under qualified for their jobs.

Most of Canadians’ jobs are a good match with their field of study (72%). Two thirds say that colleagues have a job which is a good match with their field of study. Similarly, in Hong Kong (78%), India (82%), Denmark (80%) and Norway (68%) many employees indicate that their job is a good match with their educational background. On the other side of the spectrum, few employees in Japan (37%) and Slovakia (48%), say they are currently in a job that matches with their field of study.

Hanna Vineberg, Vice-President Central Ontario, Randstad Canada says the data suggests that Canadian workers may feel less challenged by their current jobs. “It raises questions about how this will affect employee turnover and retention. Employers who want to keep their best people should be looking for more and better ways to keep them challenged, upwardly mobile and happy,” she says.

“More experience is a good thing, and can likely bring value to your business. But as an employer it’s important to make sure there is room for a person to grow and develop new skills - otherwise they will be bored,” adds Vineberg. “Employers now more than ever should be investing in the skills development and training that their employees value most.”

Vineberg provides some examples for employers when it comes to keeping employees challenged at work. “Your employees are looking for greater variety and more autonomy. Get to know your employees' skills, goals, and aspirations, ask your employees for their input, rotate assignments or combine tasks, or help your employees set enrichment goals,” explains Vineberg. “When employees feel you’re committed to their growth and enrichment, they’ll commit to the organization and its goals.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Change Management Strategies: How to Manage Change In Today’s Evolving World of Work

Marie-Noelle M — Wed, 24 Oct 2012 12:00:00 GMT

TORONTO, October 24, 2012 – Change is an inherent characteristic of any organization and like it or not, all organizations must change in order to remain relevant. But it is how change is managed that can be the difference between surviving and thriving in business. Randstad Canada, the Canadian leader for staffing, recruitment and HR Services, believes when it comes to change management, leaders must apply a structured approach when implementing successful change management strategies.

According to Hanna Vineberg, vice-president Central Ontario at Randstad Canada, as leaders of change, managers have a critical role to play in ensuring that the change effort is successful. “In order to align everyone in the organization around the change, and make sure a it has a positive and long-term impact, managers must develop a thorough implementation plan, and above all, a strong and compelling communications program,” she says.

Vineberg suggests a few, high-level principles to keep in mind when managing change:

Describe the benefits: Emphasize the benefits of adopting the change. Explain where the opportunities lie for employees and highlight the possibilities in terms of growth and development.

Identify zones of resistance: Be sensitive to how individuals respond while keeping in mind that the process of commitment and acceptance takes time. Make sure you understand where the resistance comes from, and craft and deliver a message that will help employees view the benefits of the change, and support them through the transition.

Communicate and involve: Allow the employees to become a part of the process. Involve workers in the planning process, mobilize your team through an inspiring vision, and be able to support and listen if you encounter resistance, and provide sufficient training.

Get feedback and reinforce: Make sure you put in place channels to provide and collect feedback to better understand your employees’ concerns and issues, whether through focus groups, surveys, hotlines, etc.

Monitor results: Evaluate your program with ongoing metrics that will identify weak areas and minimize any downside to unanticipated new issues. Revisit the initiative periodically and realign it to your business goals.

Vineberg emphasizes that effective change management is about collaboration, discussion and open lines of communication. “Even though change can be destabilizing, it is an opportunity for growth and innovation,” she says. “Leaders that communicate in a clear, inspiring and timely fashion will be better positioned to manage change successfully and to build a shared vision of the future.’’

This week, Randstad Canada launches its 10th annual Breaksfast Seminar Series in 11 cities across Canada. The focus of this year’s event is on change management and features renowned speaker Marc André Morel.

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Canadian Industries with the Most Opportunity for Female Executives

Dayana Fraser — Tue, 16 Oct 2012 12:00:00 GMT

According to a poll of 500 female executives conducted by Ipsos Reid and comissioned on behalf of Randstad Canada, the country’s Canadian leader for staffing, recruitment and HR Services, the Canadian industries with the best opportunities for female executives remain within the “traditional” fields.

According to the survey results, over half of female managers and executives polled believe that the healthcare and education sectors provide the best opportunities for women to move into managerial/executive positions in the next three to five years. Six in 10 (58%) think the healthcare sector provided the most room for growth, topping the list, while slightly over half (52%) forsee the education sector providing the best opportunities.

Other fields that were mentioned as providing ample room for advancement were the not-for-profit sector (35%), financial services (32%), hospitality (29%), professional services (23%), the public sector (22%), information technology (11%), engineering and construction (6%), oil and gas (3%), and transportation and logistics (2%). Rounding out the list as the industry least likely to provide advancement opportunities was the manufacturing sector (1%).

Molly Huber, Vice President, Western Region, Randstad Technologies, says she is not surprised by the list of industries that present the greatest opportunities for women to advance into the executive ranks over the next three to five years. “Women have traditionally led in fields like education but their dominance in fields such as business, finance and professional services comes as no surprise. Even in fields they do not currently dominate, it is undeniable that women are making significant strides in what are typically considered male-driven job markets,” she adds.

But Huber says many organizations, from all industries, still need to work harder to improve gender diversity at the executive level. “Companies need to do more to advance female talent by providing leadership training, mentoring and coaching, and creating opportunities for women with leadership potential to progress from more junior roles,” she says.

“The remarkable female speakers who attended our Women in leadership luncheon, like Dr. Wendy Cukier, Vice President Research and Innovation and Tova White, Vice President, Human Resources, Coca Cola Canada, prove it is possible for women to not just to be a part of the workforce, but to lead it as well,” says Huber. “Some of these women have paved the way for other women to aspire to top-tier positions in the workforce.”

Women are having a seismic impact on our economy, creating jobs and driving innovation, says Huber. “It’s important for women to mentor and share ideas with each other, and also offer insight into overcoming business challenges; this is the recipe for success.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Challenges and Opportunities Facing Today’s HR Professional

Dayana Fraser — Wed, 10 Oct 2012 12:00:00 GMT

Within the context of global mobility, an increasingly diversified workforce, and looming skill shortages, there has never been a greater need for HR professionals to question what they do, why they do it, and the purpose of their work. Randstad Canada, the Canadian leader for staffing, recruitment and HR Services, discusses the opportunities and challenges facing HR professionals and addresses five basic concerns that go the heart of the talent management function’s future.

It is undeniable that the challenges and opportunties within the human resource field are constantly evolving. Here are just a few of the competitive challenges and opportunities that face human resources management departments:

Sourcing top talent

The opportunity: The war for talent is putting pressure on today’s organizations, offering great career prospects for skilled recruiters. “At Randstad Canada, we’ve seen an increased demand for HR consultants and recruiters. The demand for the first half of 2012 (Q1 2012 and Q2 2012), compared to the first half of 2011 is up 44% in Canada,’’ says Jean-Francois Vezina, Vice President, Randstad Professionals.

The challenge: Talent shortage, especially in technical fields, will continue to be the most pressing issue for employers over the coming years. Broadening the search, providing additional training to current staff, partnering with campuses, focusing on retention, are but a few strategies HR professionals can put in place to overcome skills shortage.

Managing diversity in the workplace

The opportunity: As organizations compete on a global scale, there is the growing necessity to employ diverse talents in order to understand the various niches of each market. There’s a great value in employing a mix of talent from diverse cultural backgrounds, genders and ages, in order to respond efficiently and creatively to new business opportunities.

The challenge: HR professionals have to be well aware of the different set of expectations in order to hire, and retain the best talent. ’’Diversity in the workplace is definitely a key driver for innovation and growth, but that requires agility from HR departments. Taking the time to understand the needs of the different groups and create a value proposition that talks to them will go a long way in fostering a harmonious and productive workplace,’’ adds Vezina.

Relying more heavily on a contingent workforce

The opportunity: Temporary and contract staffing is on the rise. In today’s ever-changing and competitive business world, adopting a talent on demand approach helps organizations better control the hiring costs. “The economic crisis in 2009 has accelerated the shift toward free agents, contingent workers and just-in-time employees, as organizations have learned to become more adaptable in order to deal with market fluctuations,’’ says Vezina.

The challenge: As organizations deal with an increasingly complex supply chain, HR professionals need to manage volume requirements without compromising quality of hire. They need to work on all fronts: forecasting the demand, putting in place efficient tracking tools, dealing with multiple external vendors, while focusing on employee engagement and adequate training.

Tapping into social recruiting

The opportunity: To better connect with younger workers, many companies are embracing social media. HR recruiters have quickly learned to use tools like Linked in to target the exact skill sets required for often difficult-to-fill positions.

The challenge: But social media forces companies to be image-conscious. According to Vezina, “Information travels fast on social media, and frequent and open interaction allows candidates to develop their own idea of the company’s values and brand quite quickly. HR professionals must ensure there is a strong connection between what the brand promises and what it delivers in terms of work conditions and career prospects. Young workers won’t give in to promises, they want to be happy in their jobs right away,’’ he says.

Acting as a strategic partner

The opportunity: Today, most companies feel that their HR departments are direct contributors to their business. HR can help meet the business objectives by managing and leading change, and mobilizing talent in order to keep the organization competitive. “There are growing opportunities and career prospects for HR professionals with a business background who are able to show the impact of their resource management strategies on the company’s growth,’’ says Vezina.

The challenge: Organizations acknowledge the importance of involving HR in their business strategies, but there is still a gap between the vision and the reality. “What we’ve observed is that not many HR professionals have had a huge experience in fulfilling that strategic role, as they were solely focused on the transactional function. Companies need to define how they want to bring their HR resources to the next level, providing them with the business vision and the tools they need to get there,’’ says Vezina.

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Skills Shortage: Survey Says Canadian Employers Have Difficulty Finding the Right Talent

Dayana Fraser — Wed, 03 Oct 2012 12:00:00 GMT

As the country continues to experience skills shortages in key sectors of the economy, Randstad Canada describes the country’s growing shortage of highly skilled labour as critical, predicting shortages in the Manufacturing, Automation and Energy and Utility industries. Supporting this view are findings from Randstad's latest Global Workmonitor, surveying employees in 32 countries around the world, which reveal that Canadian businesses are reporting serious problems finding the workers they need amidst a growing skills shortage.

Jan Hein Bax, President, Randstad Canada says many businesses are experiencing difficulties finding skilled workers to meet their specific needs. “The demographic shift resulting in retirements, a deepening shortfall of skilled workers and the growing mismatch between the skills needed and those available has evolved into an undeniable skills crisis,” he says.

According to survey respondents, two thirds (66%) of Canadian employers have trouble finding the right people for specific jobs. And even more (58%) believe Canadian employers are experiencing problems finding highly qualified people. Additionally, 55 per cent of Canadian employees say they expect a shortage of highly qualified employees within the next three years. While more than half of Canadian respondents also say they expect to see a shortage of staff in specific jobs.

The lack of skilled workers is affecting many of Canada’s sectors, regions and employers, says Bax. “According to our internal figures, Randstad Canada has seen shortages in the Manufacturing, Automation and Energy and Utility industries this year,” he explains. “And within these three industries, the Greater Toronto Area, Montreal and Calgary regions specifically experienced difficulties finding Engineering talent. In terms of roles, draftspersons, mechanical engineers and mechanical designers proved to be the roles that were hardest to fill within the above regions and industries,” adds Bax.

The skilled trades industry is also feeling the effects says Bax. “In Quebec, in particular, we are also seeing strong demand for machinists, electro mechanics, industrial mechanics, welders, and supervisors in industrial management,” he says.

But the skills shortage is a real issue not just in Canada but all over the world. According to the Workmonitor survey results, globally, almost 60 per cent of respondents say employers have difficulties finding the right person for the job. Especially in Brazil, where 71 per cent of employers reportedly have difficulties finding the right talent.

Similarly, finding highly-qualified people is an issue for almost half of the world’s employers. This is less of a problem in Greece, Italy, Spain and Denmark where approximately just one third of employers experience this. Globally, 47 per cent of employees also expect a shortage of highly qualified staff within the next three years, especially employees in Hong Kong (67%),China and India (both 65%). On the other hand, Czech Republic (34%), The Netherlands and Denmark (33%) have the lowest proportion of employees expecting a shortage of highly qualified staff.

According to Bax, the skills shortage is becoming one of the great challenges facing the world of work. “To combat the lack of essential skills, there is a strong need to cultivate continuous learning and employers must invest more into their workforces,” he says. “We need to confront this issue head-on in order to improve the productivity of our workforce.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Bullies in the Workplace: How to Cope

Dayana Fraser — Wed, 19 Sep 2012 12:00:00 GMT

In today’s competitive workplace, dealing with bullies in the workplace can be an unfortunate reality for some. So what should you do if you find yourself to be a victim of bullying in the workplace? Randstad Canada, the Canadian leader for staffing, recruitment and HR Services, offers helpful advice to workers dealing with workplace bullying.

According to the results of a recent study by CareerBuilder.ca, 45 per cent of Canadian workers say they have felt bullied at work. One-third of these workers report suffering health-related problems as a result of workplace bullying and 26 per cent say they decided to quit their jobs outright in order to escape the situation.

"Bullying can take various forms, like constant criticism, being yelled at in front of other people, or even physical abuse. Before it escalates and creates real damage to your mental and physical health, you need to assess the situation and to take appropriate measures to find a resolution", says Hanna Vineberg, Vice President Central Region, Randstad Canada.

If you are currently dealing with workplace bullying Vineberg suggests following the steps below:

Speak up for yourself: Don’t let it slide. If someone in your office verbally abuses you or one of your co-workers, speak up. Saying, "I'm sorry. I don't think I understood what you meant," will force the person to explain why a hurtful joke was funny, making everyone around understand that the comment was out of line. If a bully yells at you or tries to intimidate you in any way, respond firmly, directly and concisely: "Please don't speak to me that way," or "That's inappropriate," will do the trick.

Document: Keep a factual record of what transpires. Be sure to write down:
• The date, time and what happened in as much detail as possible;
• The names of witnesses;
• And the outcome of the event.

Remember, it is not just the character of the incidents, but the number, frequency, and especially the pattern that can reveal the bullying or harassment.

Report: When the direct approach does not resolve the issue, mediation or discussion with a third party may be required. Report the harassment to the person identified in your workplace policy, your supervisor, or a delegated manager. A neutral and independent person can assist resolution through discussion of the issues.

According to Vineberg, to ensure reprehensible behaviour is not tolerated, it needs to be openly talked about. “Leaders need to be accountable, vigilant, and make sure they clearly set the example, promote corporate values and communicate internal policies in a clear way in order to foster a positive and open working environment.’’

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Job Hunting? Visit Randstad Canada’s National Open House on September 12!

Dayana Fraser — Wed, 12 Sep 2012 12:00:00 GMT

As the unemployment rate in Canada remains at 7.3%, Randstad Canada’s National Open House returns to offer those who are job hunting everything from recruitment to career advice all across the country. Randstad Canada, the country’s leader for staffing, recruitment and HR services, invites job seekers from across Canada to meet with recruitment experts who will connect them with the country’s top employers.

On September 12, Randstad Canada will hold a day-long open house, taking place in all offices across the country. From 8 a.m., job seekers can drop in to a local office and have an introductory interview with a Randstad consultant to explore whether one of the hundreds of permanent or temporary full-time jobs Randstad Canada is recruiting for might be a fit.

“Last year, our national open house attracted an impressive number of job seekers, and we interviewed thousands of talented candidates. Even as the use of social media and smart phones continue to grow in popularity when it comes to job searching, there is no denying the value of face to face interactions’’, says Marc-Étienne Julien, President of Randstad Canada’s Staffing Division.

“By meeting with our recruitment experts, jobseekers will have instant access to multiple employers from across the country and around the globe, as well as insightful career advice ranging from how to write an attractive résumé to acing the interview and skillfully negotiating your salary’’, adds Julien.

There are a range of positions available in the areas of administrative support, industrial support, skilled trades, accounting and finance, and call centre and customer service. No appointment is necessary, however, job seekers are asked to bring a resume and two references with them.

Visit your local branch today.

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Women in Leadership, New Realities for Today and Tomorrow

Dayana Fraser — Tue, 11 Sep 2012 12:00:00 GMT

Much has been said about Canada’s progressive business environment removing the glass ceiling for women in the workplace. But are our corner offices any more accessible for women today than they have been in the past? According to the findings of the recent Women in Leadership survey of 500 female managers and executives, conducted by Ipsos-Reid on behalf of Randstad Canada in late June, there are still many obstacles that women need to overcome in the workplace when striving to reach the managerial and executive ranks.

Today, three in five (60%) women see managing work and family as the most challenging obstacle that women face, though outdated perceptions of women in managerial and executive roles (51%), limited opportunities in the Canadian market (50%) and a lack of female mentors and training (49%) remain difficult factors to overcome.

While managing work and family is the most challenging obstacle, the vast majority of those polled (91%) felt they have been able to effectively strike a balance between the two well. Additionally, nearly half (43%) feel it is easier to manage work and home obligations today than it was five years ago. With that said, nearly one in three (28%) women felt it was actually more difficult to manage the two today than in the past.

“What we’re seeing are some very positive signs for women that are striving to reach the managerial and executive levels of their organizations, but some very real challenges and obstacles that they are still facing,” says Gina Ibghy, Vice President, Organizational Development and Human Resources, Randstad Canada. “When it comes to excelling both at work and outside of it, women face unique challenges including, unfortunately, outdated perceptions that make it difficult for women to move up the ranks.”

In fact, the survey results indicate that many Canadian women in managerial and executive roles continue to see a very real divide in the way men and women are compensated and rewarded when reaching the senior ranks. According to polling, more than three in four (77%) felt there remained a moderate or large divide between the salaries women can expect for performing the same roles as men, with Ontarians (83%) feeling it most strongly in their market.

This divide extends to a number of other important elements, such as promotions, influence in making important decisions and being given the best jobs/projects. More than nine in ten (92%) women surveyed felt there was at least some discrepancy between men and women in terms of opportunities for promotions, while 70% felt men are more likely to be given the opportunity to make important decisions than women. Sixty-nine per cent of those polled also felt that men more frequently receive the best jobs and projects when compared to women in similar roles.

However, there have been positive changes made in the past five years to encourage more parity between men and women. According to those polled, the biggest change in the past five years is that there are more women leaders seen demanding equal opportunity for promotions within organizations (28%), followed by better work-life balance and flexible working arrangements (16%) and more opportunities (12%).

In fact, more than half of those polled (51%) expect to see more women in managerial and executive roles in five years compared to today – with only three per cent feeling there will be less in the future. Healthcare (58%) and Education (52%) are the two industries in which those polled felt there would be the greatest opportunity for women to move into managerial and executive positions over the next three years, followed by Not for Profit (35%), Financial Services (32%) and Hospitality (29%). Industries that have traditionally been seen as more male dominated, such as Engineering and Construction (6%), Transportation and Logistics (2%) and Manufacturing (1%) were seen as providing much less opportunity for women to move into senior roles in the coming years.

“It’s apparent that many women still feel there is a very real divide between what they can expect in senior roles, compared to their male counterparts. However, there does appear to be optimism that more opportunities are on the horizon for women” says Ibghy. “In order to attract the top talent and truly promote gender diversity in more senior roles, it will be important for Canadian employers to demonstrate that the opportunities available to women in their organization are every bit as attractive as they are for men in similar capacities.”

Other interesting insights from the Women in Leadership study include:

• Quebec appears to be one of, if not the, most progressive markets in Canada, with fewer Quebec-based respondents noting challenges or obstacles to overcome in their progression into management or perceptions of a divide between men and women in terms of compensation and responsibilities at more senior levels.

• Personal goals/passion (37% of respondents) and a desire to be self-sufficient (22%) have been the biggest sources of support/inspiration for those polled to strive for a managerial or executive position.

• Eighty-two per cent of respondents feel that the decision to raise a family has a greater impact on a woman than it does a man looking to advance their career

• Of the 500 women polled, over forty percent (41%) were already in an executive position within their organization. However, nearly as many (38%) responded that they did not personally aspire to a senior executive role within their organization. Only 21 per cent of those polled that were not already in a senior capacity responded that they aspired to obtain that type of role.

• More than four out of five (84%) women polled said their organization had not provided them with a sponsor or mentor to help in their career path, though 79% feel internal sponsors are an important factor in helping more women obtain managerial and executive roles going forward.

• Strong leadership abilities (98%), rational and quick decision making abilities (98%), exceptional results (94%), networking skills (93%) and self-promotion (89%) are almost universally seen as important skills or factors to helping more women obtain senior roles in the next three to five years.

• On average, women are much more strongly represented in middle-management roles (46.2%) than in senior management (31.3%), senior leadership (28.4%) or executive board (24.5%) roles.

• The majority of women (54%) are not interested in relocating, even to a new city in their own province, for a 20% increase in salary. Less than one quarter (23%) would be willing to relocate to a new country for the same pay raise. For those that would not relocate, the main reasons are because they are happy with where they currently live and work (73%) or they’re not interested in moving away from family or friends (40%).

• Younger women (18-34) are more likely to consider relocation for a substantial raise, with seven in ten saying they would consider a job in a new city in their current province, while nearly forty per cent (38%) would consider relocating to a new country for a 20% pay increase.

Full results from the study are available online at randstad.ca

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Survey Methodology: These are some of the findings from an Ipsos Reid survey conducted between June 18 to 25, 2012, on behalf of Randstad Canada. A sample of 500 women who held managerial/executive roles in their organization were interviewed online. Individuals were disqualified if they did not meet management criteria. Weighting was then employed to balance regional composition according to Census data and to provide results intended to approximate the sample universe. A survey with an unweighted probability sample of this size and a 100% response rate would have an estimated margin of error of +/- 4.4% percentage points, 19 times out of 20, of what the results would have been had the entire population of female managers or executives in Canada been polled. All sample surveys and polls may be subject to other sources of error, including, but not limited to coverage error, and measurement error.

Job Search Tips For The Back To School Season

Dayana Fraser — Wed, 05 Sep 2012 12:00:00 GMT

Has your summer job come to an end and you're looking for an after school job for the fall? Are you a parent looking for a part-time job now that the kids are back in school? Or were you unsuccessful in your search and unable to find a job over the summer months? Regardless of your situation, Randstad Canada, the country’s leader for staffing, recruitment and HR Services says the back to school season is a good time to jumpstart your strategy and offers some helpful job search tips.

Jan Hein Bax, President, Randstad Canada says the back to school season can provide great opportunities to give your job search a much needed boost. “If you’ve been looking for work and you’re not getting many interviews or job offers, you need to re-evaluate your strategy. You have to try new things and do more to stand out. What are some things you haven’t done yet for your job search? Maybe you have yet to build a portfolio, start a blog, or meet with a recruitment agency. Pick a few tactics you haven’t yet tried in your job search, and try them,” he says.

Bax offers the following job search tips to help you make the most of the back to school season and get you closer to landing a new job.

• Network, network, network: Back to school offers the opportunity for many valuable chances for networking. Talk to a variety of people and exchange contact information. Networking is still one of the best ways to land a new job, and it can happen anywhere. You never know who can help you land your next job. Networking is essential at every stage of your job search.

• Refresh your information: Summer is coming to an end, and it’s time for an update – go through your job search material and refresh it. Update your resume with new experience, skills, or information; update your cover letter format to reflect any changes or to include new examples of your accomplishments and goals.

• Focus on social media: Don’t forget about your Facebook, Twitter, or LinkedIn pages. Your computers, social networks, and smartphones are potential job-search gold mines - if you make the effort to use them wisely.

• Consider professional help in your search: Staffing firms can act as an intermediary and connect you with companies that have open positions.

And finally, Bax emphasizes the importance of maintaining a positive attitude. “The best thing about back-to-school season is that it represents a new beginning. It presents the opportunity for a fresh approach and it may be just the thing you need to reinvigorate your job search.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Mobile Job Search: How to Place Your Job Hunt in the Palm of Your Hand

Dayana Fraser — Tue, 28 Aug 2012 12:00:00 GMT

In today’s competitive employment market, the mobile job search is changing the way people look for jobs. According to Randstad Canada, the country’s leader for staffing, recruitment and HR Services, the ability to search for jobs anytime, from anywhere, can provide job seekers with a competitive edge by staying informed, quickly reacting to new job opportunities and getting in front of prospective employers.

Lauralee Guthrie, Digital & Social Media Director, Randstad Canada says she recognizes the role that mobile recruitment strategies now play in the way employers and candidates connect with one another. “People are relying more and more on mobile devices to interact with the world around them – and that trend extends into the job search process. Mobile job search apps allow users the accessibility to keep up with the latest job openings, and the ability to pursue new opportunities on their own mobile device,” she says.

Due to its convenience, more and more jobseekers are turning to the simplicity and speed of mobile tools to access jobs on the fly, says Guthrie. “One of the advantages of mobile job search tools is that you can hunt for new job opportunities while you’re riding the subway or the bus, or sitting in the waiting room,” she says.

With smartphones and tablets increasing in popularity, Guthrie says she anticipates job hunting to continue its fast-paced migration towards mobile and offers jobseekers the following tips when using mobile tools in their job search:

• Social media apps. Mobile social media apps make it easier to stay connected to the job listings of many of today’s leading employers.

• Job alerts. Setting up specific alerts on job sites will help make searches more efficient. These alerts can be tailored to match your specific job criteria and weed out the positions you don’t want.

• Mobile job listings. Many companies, including our own, have launched mobile job sites where not only can you view jobs, but also apply for them straight from your mobile phone. You can also sort through the job listings when you have a free moment, then save it so you can carefully craft a cover letter and resume on your computer when you have the time.

• Organize your contacts. There are apps available that allow you to scan business cards and put the information directly into your device’s contact file. This will make it easier to store and organize all of the new contacts you make.

“Ulitizing the best apps, setting up job alerts, organizing contacts on your mobile device are all excellent ways to find jobs and network on your mobile device,” adds Guthrie. “But it’s important for job seekers not to depend solely on mobile as they search for a job. This is just one more tool to utilize in your hunt for your ideal job.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Office Politics: How to Come out on Top

Dayana Fraser — Thu, 23 Aug 2012 12:00:00 GMT

Like it or not, office politics exist in every workplace. Whether you feel comfortable dealing with these situations or whether you aim to avoid them, Randstad Canada, the country’s leader for staffing, recruitment and HR Services, emphasizes the importance of learning how to handle them in a positive and constructive way and offers helpful tips when dealing with this potentially destructive workplace dynamic.

According to Jan Hein Bax, President, Randstad Canada, office politics are part of every organization. “People move through their careers with different and sometimes conflicting goals and motivations. This can lead to conflict or competition in the workplace but, through confident and respectful action, someone from any level within a company can help build the type of positive work environment that invites open communication and team work,” he says.

Bax offers some tips below to help you navigate through the murky waters of office politics.

• Watch and learn. Take the time to observe around you. Who are the key influencers? Who are the decision makers? Who are the informal leaders? How are the decisions made, by a few key stakeholders, or by consensus? What are the key factors that will drive a project to fail or to succeed? What are the styles of communication used? Direct, formal, factual, etc.? Answering these questions will give you clear roadmap of what you need in order to accomplish your business goals

• Make connections. Once you have a better idea of who the key players are, make connections, at all levels, both through the formal and informal networks. Being part of various networks will ensure you develop a broad perspective of the organization.

• Be trustworthy. Building trust can take a while, but losing it can happen in a minute and can cause irreparable damage. Hone in on your listening skills, as those will help you get a better sense of underlying issues, hidden motivations, and will help you establish a “give and take’’ type of interaction with your colleagues.

• Stay away from dodgy strategies. Be aware that some people will use questionable strategies to get ahead. Learn to detect those behaviours and don’t give in to rumours, judgments and interpretations without carefully evaluating all the angles of a story. In that same respect, choose carefully which pieces of information you will give out and to whom.

• Find solutions. If you disagree with a decision or a process, bring a new perspective or solution to the table, rather than complain about it. Keep in mind the organization’s objectives, and highlight how it will benefit the company, not you. Communicate your message in an assertive way, without being aggressive. Show that you have done your homework through thorough research; this will earn you more respect than a flashy presentation.

• Gain visibility through your accomplishments. Find ways to promote your own successes, and keep an eye out for projects that could be a great opportunity to challenge yourself and to grow.

• Maintain integrity. Respect your commitments, stay professional and courteous at all times, even with the people you are wary of, and encourage a collaborative mindset within your team.

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Social Media in the Workplace: Making the Most of “Social Business” Tools

Dayana Fraser — Tue, 21 Aug 2012 12:00:00 GMT

As the use of social media in the workplace continues to become a widespread reality in the corporate world, Randstad Canada, the country’s Canadian leader for staffing, recruitment and HR Services says today’s leading employers must learn how to harness these "social business" tools, if they haven’t already.

Lauralee Guthrie, Digital & Social Media Director, Randstad Canada says many employers are making an investment in social media channels. “Social engagement is critial to business success and like it or not, business is embracing social media in a big way. Recent data from Forrester Research inidcates that the sales of software used to run corporate social networks will grow 61 per cent a year and will likely become a $6.4 billion business by the year 2016,” she says.

Reinforcing the importance of social media in the workplace, are the results of a new poll of Canadian business leaders conducted by Queen’s School of Business. The data shows four in ten bosses (39%) believe social media is essential to growing their business but they’re unsure of taking the leap, while over one third say they (35%) use it often. The results also show that the majority of executives (72%) say they are planning to invest in social media in the coming year.

Organizations that haven't adopted such tools are now in the minority says Guthrie. “One of the reasons why employers and workers are using social networks in the office is, in large part, because these channels are increasingly becoming a routine part of how work gets done. There are many advantages to being socially “connected” in the workplace. Well-connected employees are more productive, and instant messaging tools and intranets can help to increase the productivity by which they connect and collaborate,” she says.

According to Guthrie, Randstad Canada encourages employees to use social media to keep up with company events, recruit talent and gain a deeper understanding of their customers, and network. “We’ve found many ways to integrate social media tools into the fabric of our business. From being active on Twitter, to posting fresh content several times a week on our corporate blog, to sharing videos on our YouTube channel, to setting up LinkedIn groups that bring people with similar interests together, to keeping everyone updated via Facebook. We truly believe in the incorporation of social networking technologies,” she says.

“Indeed, we not only encourage our employees to help us engage people online, but we also use instant messaging and the intranet as tools employees can use to share and collaborate with each other internally,” says Guthrie.

For employers that are concerned about the risk of problems arising from the use of social media in the workplace, training your staff on policies and practices will set clear guidelines and lessen the risk of misuse, says Guthrie. “There are legitimate work-related purposes to which these channels are being used. Employees should be trained to do more of this, employers should not make it harder. Social media is here to stay, and whether you embrace it or fend it off, your business will be impacted,” she adds. “There is a world of conversation and engagement that’s happening right now – with or without you.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Randstad Canada’s Professional Roles Give Ontario Jobs a Boost in July

Dayana Fraser — Thu, 16 Aug 2012 12:00:00 GMT

After several months of modest job gains, Statistics Canada’s latest Labour Market survey reported a loss of 30,000 jobs in July, raising concerns about a stalling recovery. But Randstad Canada President Jan Hein Bax says that despite the loss, the latest numbers from Statistics Canada show Ontario's economy continues to grow.

Jan Hein Bax, President of Randstad Canada, the country’s leader for staffing, recruitment and HR Services, says that while the reported job loss is disappointing news, the Statistics Canada jobs report also has its share of bright spots that are worth highlighting.

“The data shows there is a brighter picture of full-time job gains and modest, yet steady, job growth,” adds Bax. “July added 21,300 net, new full-time jobs, offsetting the loss of 51,600 part-time jobs; average wages rose 3.6 per cent from a year ago; total hours worked increased by 1.2 per cent and Ontario saw significant gains with the addition of 10,600 new jobs,” he says.

“Yes, the unemployment rate is up a tenth of a point to 7.3 per cent in July, but full-time employment has actually grown by an average of 30,000 jobs a month since February,” adds Bax.

Based on Randstad Canada’s internal figures there were some particularly bright spots in Ontario’s job market in July, says Bax. “While we saw an increase in both contract and perm roles in Ontario, the demand for permanent roles saw a significant 24 per cent increase in July,” he says.

Regarding specific industries, Statistics Canada reported losses in wholesale and retail trade, professional, scientific and technical services, and public administration in July. That was offset by gains in finance, insurance, real estate and leasing, as well as information, culture and recreation.

According to Bax, the increases Randstad Canada’s saw in the month of July were due to strong demand within the company’s professional divisions. “In Ontario, demand in the fields of Engineering, Sales & Marketing and Technology experienced the most significant growth in July, along with moderate increases in Finance & Accounting, when compared to the previous month,” he says.

While the economic numbers may appear grim, Bax stresses that opportunities are still available. “Even though segments of the Canadian job market appear to be losing steam, companies that hadn’t been hiring on a permanent basis, or only on contract, are now turning to us to fill permanent roles – that is a positive indicator for us.”

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And find out why Engineering and Construction was named the country’s hottest sector by Canadians.

For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233

Hiring Employees: How to Avoid Common Mistakes

Dayana Fraser — Tue, 14 Aug 2012 12:00:00 GMT

Hiring employees is a major part of the success of every company. Randstad Canada, the country’s leader for staffing, recruitment and HR Services, says it’s important to get your hiring right the first time and encourages employers to take steps to reduce the likelihood of costly hiring mistakes.

Jan Hein Bax, President, Randstad Canada says hiring the right person is a challenge, whether a company is looking to fill a new role or to replace a departing employee. “Employers sometimes struggle to find the right candidate with the qualifications to do the job, but who is also a good match for the company and its culture. As consultants and experienced recruiters we are often called in, especially after a company’s recruitment exercise doesn’t work out. Job postings, interviewing, testing, they all cost employers a lot of time,” he says.

Bax says hiring the wrong person can do a lot of damage to a company. “Hiring mistakes can be more costly than some hiring managers realize. These mistakes can include the cost of termination, replacement and productivity loss. They can impact the company’s bottom line as well as the morale and productivity of other employees.” he says.

Just as candidates use new and creative methods to secure work, employers need to be pro-active when it comes to finding the people they need. This includes being aware of common pitfalls recruiting managers make and how to avoid them in your next recruitment and selection project.

All companies, irrespective of size, make hiring mistakes, but here are five tips Bax suggests to help avoid making them:

1. Determine the criteria a candidate must meet. Before filling a position, your company must clearly define the skills, experience, character, educational background, work experience, technical skills and competencies, they must possess.

2. Hiring without testing - There are tests that can indicate if a job candidate meets your required criteria. With these pre-hire screening tools, you can test the knowledge of potential hires before they are extended an offer.

3. Hiring after the first interview - It’s important to have several interviews with the same person — and not to hire from one interview. The person may not present the same later, and you may get fresh insights from different meetings.

4. Underestimating the unemployed - A person who does not have a job at the moment may be the right fit for the position. There are plenty of good talents out there that are not hired.

5. Poor or no reference checking – It is important to know how to conduct a detailed reference check. A proper reference check verifies job skills, and the behavioural fit in which the person operates in.

Bax says it’s important for employers to review their hiring practices. “Remember, if you want to hire the right employee, you have to go through a distinct process that will allow you to do so,” adds Bax. “When you hire the best, you’ll enjoy high productivity, loyalty, innovation, team players, and a healthy bottom line.”

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For further information contact:

Dayana Fraser 416.962.9578 x2317
Marie-Noelle Morency 514.350.5309 x233