The ability to find and retain talent remains a key concern for TOP 101 firms as they recover from the recession. This year’s survey probed a little deeper into the youth dimension of the labour force.

 

David Chaundy, senior economist, Atlantic Provinces Economic Council

Finding skilled labour remains a key concern for TOP 101 firms. An estimated 26% of workers in these Atlantic Canadian companies are under 30 years of age, very close to the 23% of the employed labour force in Atlantic Canada. However, TOP 101 firms don’t currently indicate that attracting young people (defined for this article as workers under 30) is any more difficult than finding older workers. About 21% stated that it was very or extremely difficult to attract young workers to their operations in Atlantic Canada, compared with 23% who report similar challenges with older workers.

Sales positions (not including retail) were the most commonly reported occupation for which firms had the most difficulty attracting or retaining young workers, noted by 18% of TOP 101 firms, closely followed by the trades, reported by 16% of these firms. However, the TOP 101 sample is too small to draw any conclusions on labour shortages by occupation for the Atlantic economy as a whole. 

Where there seems to be slightly more difficulty is in regard to retaining younger workers. About 31% of TOP 101 firms reported that it was moderately difficult, very difficult, or extremely difficult to retain young workers, but only 18% reported similar challenges with older workers. These retention issues seem to relate to the wide range of opportunities for young workers in larger firms, larger cities, and higher-paid locations out West. 

Competition was the biggest obstacle faced by TOP 101 firms in attracting and retaining young workers, reported by 29% of the firms. Many cited competition, pointing to higher wages available elsewhere in Canada, particularly in the West. A shortage of younger workers with the right skills was the second most frequently reported obstacle, cited by 20%. Some identified difficulties in providing advancement opportunities and satisfying the unrealistic expectations of young entrants. About 27% reported that their main challenge in recruiting young workers related to the nature or location of the work. These included a variety of factors, such as manual labour, retail work, the seasonal nature of the job, non-traditional work hours, travel away from home, and the remote or rural location of the workplace.

Just over half of TOP 101 firms stated that they had specific strategies to attract and engage young workers. These strategies typically involved multiple components. The most common (cited by 37% of firms) was having a good relationship with schools, community colleges, and universities so the employer was well known, and the firm typically offered co-op placements, internships, and summer jobs to students. 

Providing opportunities for advancement, including training and mentorship, was the second most commonly reported attraction-and-retention strategy (mentioned by 34% of TOP 101 firms). Offering well-paid jobs, benefits, and financial incentives such as tuition reimbursement for continuing education was the third most frequently reported HR strategy (noted by 29%).

A few TOP 101 firms stated that they got their young employees to help them attract other young workers. Several firms are embracing social media for youth recruitment or making greater use of the Internet. Others are targeting youth-focused events or have developed specific promotional materials for young recruits. Flexible work arrangements are also used as a recruitment-and-retention strategy. 

TOP 101 firms are exploring ways to retain young workers in Atlantic Canada who are being enticed by higher wages and greater opportunities in larger firms outside the region. However, given the region’s demographic outlook, it’s likely that Atlantic Canadian firms will have to further strengthen and refine their youth-recruitment strategies in the next few years if they want to attract the young workers they need from a diminishing pool.