Canada is overhauling the National Occupational Classification (NOC) — the national reference on occupations in Canada.

The NOC provides a systematic classification structure that categorizes the entire range of occupational activity in Canada for collecting, analyzing, and disseminating occupational data. ?Every 10 years, the government conducts a major review of the NOC for the purposes of labour supply and demand analysis, skills development, occupational forecasting, and other programs and services.

The next release, scheduled for early 2021, includes a new structural approach.? Let?s take a look:

New ?TEER? approach

Reflecting changes in the economy and the nature of work, the?NOC 2021?revision will overhaul the “skill level” structure by introducing a new categorization representing the degree of training, education, experience, and responsibilities (TEER) required for an occupation.

The new TEER categorization considers the type of education, training, and experience required for entry, as well as the complexities and responsibilities typical of an occupation. This new structure has a scale of 0 to 5:

• TEER 0 is defined as high-level management.
• TEER 1 occupations usually require a university education or previous experience and expertise in subject matter knowledge from a related occupation found within TEER 2.
• TEER 2 usually requires post-secondary education, apprenticeship, or occupations with supervisory or significant safety responsibilities.
• TEER 3 occupations require less than two years of post-secondary education or on-the-job instruction.
• TEERs 4 and 5 usually require a high-school diploma or no formal education.

Better representation

The federal government says the TEER system better reflects the way people develop their skills and knowledge.

The revisions introduce changes that will make the new classification system more representative, useful, and achieve a more balanced representation of occupation groupings within a given classification. It will also address many existing concerns about how skill levels are categorized under the existing system.

Milestone dates

With a new NOC on the way, here are some key dates to consider:

• December 2020: Publication of the spreadsheet with the revised NOC codes.
• Early 2021: Release of the full classification for the NOC code (including the leading statements, main duties, employment requirements, example titles, inclusions, exclusions, and additional information).
• Spring 2022: Government programs and departments will implement the new NOC at their discretion. While Statistics Canada will implement in early 2021, Immigration, Refugee and Citizenship Canada (IRCC) is planning on Spring 2022 implementation, which will impact the Temporary Foreign Worker Program.

At this point, we don?t know of any specific changes to NOC 7511, how truck drivers will be classified in the TEER system, or if the new classification will result in changes to affected programs.

Stay tuned. Trucking HR Canada, the Canadian Trucking Alliance, and your provincial trucking association will have updates as they become available.

HOW WORLD SKILLS CAN HELP YOUR FLEET

Before the Covid-19 pandemic started, the trucking industry was already experiencing severe shortages of talent for their trucking positions and as much as 61% of trucking industry employers admitted to having trouble filling these types of positions in a span of the last 12 months.?? Increasing the consideration of newcomers to Canada for these positions can help employers alleviate the vacancies for these roles. In the province of Ontario alone, newcomers/immigrants make up to almost 23% of the population and over 340,000 immigrants are expected to immigrate to Canada in 2020 alone.

Many employers such as the Federal Government, the City of Ottawa, TD Canada, RBC, COSTCO, Accenture, Business Development Canada etc. are tapping into this talent pool — adding global perspectives and experience to their workforce. Best of all, they find incredibly talented individuals who have an excellent understanding of the Canadian workplace and who are loyal to their employer. We have the largest pool of pre-screened newcomer talent in Ottawa who want to pursue truck driving as their career. ?There are programs available to employers (conditions apply) that could help alleviate some of the costs associated with getting a new employee licensed and support for onboarding costs.

Looking for a solution?

World Skills, a non profit employment centre in Ottawa, has been a leader in enhancing newcomers? economic integration into the Canadian economy for over 20 years. The centre helps immigrants incorporate into the workforce through employability assessments, employment competency building, job search training and support, cultural competency building, and language training.

To find out how to access these initiatives contact Theodros Haile

[email protected]

The modernization of the Canada Labour Code is having a significant impact on federally regulated workplaces. Over the past year, the Canadian government has introduced several changes to federal standards including flexible work arrangements, vacation pay, employee termination policies, pay equity, and more.

One important new piece of legislation is Bill C-65, which protects against harassment and violence in the workplace. Bill C-65 introduced the Workplace Harassment and Violence Prevention Regulations, which were published in late June. The new legal framework will come into force on Jan. 1, 2021 ? just three months from now.

The new Regulations apply to all federally regulated employers, including trucking and logistics firms that operate outside of their home province. These employers now have a legal obligation to understand and implement an anti-harassment framework for their workplace.

Understanding the Issues

Trucking HR Canada is working with Labour Canada to prepare our industry for these changes. This work started a year ago and includes the following:

– Surveying more than 300 industry employees and 100 employers on how workplace harassment and violence affects them.

– Interviewing employers to probe further into how they manage these issues.

– Researching best practices in terms of policies and training.

– Developing resources and training that will help trucking and logistics firms address harassment and violence in the workplace while ensuring their legal obligations are met, if not exceeded.

Through this work, we have learned a lot about what kinds of issues will be important for the industry as we move closer to the entry into force of new Regulations.

For example, we have learned that trends in trucking and logistics follow those in the general workforce. The industry?s harassment and violence incidence rate of 15% is similar to the Canadian workforce average (16%). Incidences of physical assault (2%) and unwanted sexual attention (2%) are also on par with Canadian averages for these types of incidents, according to Statistics Canada?s most recent General Social Survey (GSS) conducted in 2016.

That doesn?t mean that addressing harassment and violence is any less of a priority for trucking and logistics. In fact, half of our industry workers responded that they have been affected by this issue over their career. And many of these incidents go unreported ? meaning that employers may not be aware of the degree to which harassment and violence is impacting their workplace. In fact, harassment and violence are more of a ?workplace? issue than many initially thought. While many respondents to our survey believe harassment or violence is more prevalent at a client or customer?s place of business, incidents are far more likely to occur at their own workplace.

Work to Do

Part of the rationale surrounding the emergence of Bill C-65 was to make sure that all federally regulated employers are working from the same rule book when it comes to addressing harassment and violence in the workplace. For the trucking and logistics sector, there may be an adjustment period as employers adapt to new federal obligations. For example, half of the employers we surveyed said they had no formal process for preventing or managing incidents of workplace harassment and violence, and 60% did not provide mandatory workplace harassment or violence training for their employees. This will all have to change under the new framework.

As an industry, we clearly have much to do. It is time to fully recognize workplace harassment and violence as a key moral and operational concern.

Join Us

Rest assured, Trucking HR Canada is here to help.

Please join us for an informational webinar on Nov. 30 with an attorney who specializes in employment law. The webinar will brief employers on what has changed with the arrival of Bill C-65, cover new Regulatory requirements, and discuss key compliance topics. ?Trucking HR Canada will also provide details on training and other resources we have developed specifically to support trucking and logistics employers.

For those interested in learning more about how workplace harassment and violence affect our sector, Trucking HR Canada will also soon be releasing a summary report on its research findings. Check out our website for more details, and stay tuned as we bring more information your way.

Before COVID-19 hit, the Canadian trucking and logistics sector was already experiencing an acute driver shortage.

It was literally the day before the World Health Organization designated coronavirus a global pandemic that Trucking HR Canada released The Road Ahead: Addressing the trucking and logistics industry labour shortages.

Our report sounds the alarm on many fronts: high driver job vacancies within the industry, low unemployment generally, and the need to reach young people and women in order to expand and diversify the driver pool. And government has to do a better job partnering with industry and investing in training and access to wage subsidies programs for young people.

Just when we thought our research was done, the effects of COVID-19 on employment meant we had more work to do.

In May of this year we did just that.

We again surveyed industry employers directly to get primary data on the labour market impacts of coronavirus and applied additional economic modeling.

This is important information. The economy is preparing to rebound, and the government says it will look to provide tailored solutions for employers.

Timely, accurate, and credible labour market intelligence is the key to reassessing the industry?s needs and finalizing recommendations for moving forward.

Let?s take a look at where we stand:

Employment Forecasts

For the first two quarters of 2020, employment in the trucking and logistics industry is expected to shrink by 10.4% for a loss of up to 72,000 jobs.

Long-haul and regional truck drivers are especially hard hit. All told, the number of drivers is expected to contract by 10.9%, which equates to 34,700 jobs or roughly one in two pandemic-related job losses in the industry.

The increasing shift toward online shopping means that delivery and courier drivers are expected to experience a slightly below-average decline in employment with an anticipated 7,500 job losses, mostly in retail and wholesale trade.

Cost of COVID-19

Employment in trucking and logistics is tied to economic activity.? And, the trucking industry expected to lose $3.2 billion in revenue this year. The latest forecast of truck driver employment is 296,600 in 2020, roughly 21,000 below our pre-COVID estimate of 317,600 for 2020.

The labour shortages the trucking and logistics sector was experiencing pre-COVID-19 should moderate in the near-term, however, as demand recovers, vacancies within the sector will return as early as 2022, especially among truck drivers.

Projections

While drivers remain in a slightly different position from the rest of the industry, the projections indicate that trucking and logistics employment will stabilize by the first quarter of 2022 while remaining at approximately 1% below pre-COVID-19 levels through 2023.

The truck driver occupation is projected to experience a relatively fast recovery. Demand for drivers is expected to stabilize by the fourth quarter of 2021 and attain or possibly exceed pre-pandemic labour market projections by 2023.

However, anticipated retirements and other labour losses by 2023 indicate that this demand is unlikely to be fully met over the next three years. This important and timely research has confirmed that COVID-19 has simply stalled the driver shortage and has not negated it.

The question is whether we?ll have the perennial driver recruitment and retention challenges, including an aging demographic and need to reach women and younger employees, over the next three years.

Essentially, we could be right back where we started. At a time when many fleets are working to get back to their business of supporting the flow of goods through Canada?s supply chain, those tailored solutions our government keeps talking about cannot come fast enough.

New Anti-Harassment and Violence Obligations for Federally Regulated Fleets

July 7, 2020 by Marisha Tardif

Many fleets in our employer community have been following developments surrounding Bill C-65 ? a piece of federal legislation that amends the Canada Labour Code by introducing new guidelines on how harassment and violence can be prevented in the workplace, and how to address it if and when it occurs. While Bill C-65 received Royal Assent in 2018, specifics surrounding employer obligations and compliance timelines remained to be confirmed. But as per recent updates, there is now new information surrounding detailed requirements that federally regulated employers will have to meet.

On June 24, 2020, the federal government published the?Work Place Harassment and Violence Prevention Regulations. The new framework will apply to the federally regulated private sector as of January 1st, 2021. Transportation companies that provide international and interprovincial services are regulated by the federal government and are therefore subject to these updates.

New rules will thus soon come into effect that will increase employers? responsibilities in matters of workplace health and safety. The new Regulations set a framework of obligations centered on three elements: the prevention of workplace harassment and violence, the delivery of a timely and effective response to incidents, and the provision of support for affected employees. Based on these three pillars, the new Regulations bring changes in the following main areas:

• Workplace harassment and violence prevention policy
  • Employers will be required to make available a workplace harassment and violence prevention policy that aligns with new Regulatory requirements.
• Workplace assessments
  • Employers will have to conduct assessments that identify risks of harassment and violence in the workplace and implement preventative measures to protect the workplace from these risks.
• Emergency procedures
  • Employers will be required to develop emergency procedures to be followed in situations where an occurrence of harassment and violence poses and immediate danger to the health and safety of an employee(s).

• Training
  • Employers will be required to identify and develop harassment and violence training and ensure it is delivered to all members of the organization, including to employers themselves but also to employees, and to the designated recipient of harassment and violence complaints in the workplace. Training will need to align to specific guidelines proposed under the Regulations, and will be delivered once every three years, including in the onboarding of new employees.
• Support measures
  • Employers will be required to make information available regarding support services that employees may access should they experience an incident of workplace harassment and violence.

• Resolution process
  • Employers will be required to respond to every notification of an occurrence of harassment and violence in their workplace, but also to structure their response around a more detailed web of specific requirements (including prescribed timelines, processes, and procedures).
• Records and reports
  • Employers will be required to keep records relating to harassment and violence in their workplace. They will also be required to submit annual reports to the Minister, as well as report on any fatalities that occur as a result of workplace harassment and violence.

It is clear from the above that the new Regulations will require major adjustments to policies, programs, and processes for many employers. Given new requirements, it is important for both employers and employees to understand the nature of these changes and how it will impact them and their workplace.

Trucking HR Canada is committed to providing trucking sector-specific resources to support the needs of the industry in adapting to these new changes. Central amongst these tools will be a bilingual suite of online and in-person training modules for employers, employees, and designated recipients of workplace harassment and violence complaints. Pamphlets that clarify employer and employee rights and obligations will also be made available, in addition to other forthcoming resources centered on best practices in workplace anti-harassment and violence. These supports will be made available in time for the January 2021 entry into force of the Regulations ? follow our website and social media channels to find out more.

Every employer across the country is feeling the impact of COVID-19 in its own unique way. But for HR professionals at truck fleets and logistics companies, they all have one challenge in common: making sure workers and especially truck drivers feel safe and secure in their jobs.

Trucking HR recently surveyed carriers, 3PLs, and freight brokers about the measures they have taken since the pandemic came to Canada and what they plan to do in the next three to six months. Let?s take a look:

Layoffs

Seventy-six percent of the employers we surveyed said they have laid off workers due to COVID-19, with 83% of those layoffs categorized as temporary. Layoffs of truck drivers were more prevalent in the short-haul segment and among employed drivers than contractors or owner-operators.

Dispatchers and mechanics were also affected, with 10% of employees laid off in each occupation.

Notably, employers that have already laid off workers said they are more likely to continue doing so over the next three to six months.

Employee-initiated departures

According to our survey, the most common reasons for leaves of absence and other types of employee-initiated departures were self-quarantine; the employee or a member of the household is at a high risk of contracting COVID-19; and family caregiving. Each reason was evenly cited among employers.

The combination of layoffs and employee-initiated departures reduced total truck driver employment across our sample by 11.4%.

Of particular concern to HR professionals is whether these employees have left temporarily or if we have lost them for good.

Reduced compensation

Not surprisingly, many employers have cut worker pay due to declining revenue. Roughly one in four employers in our survey have frozen salaries or wages for truck drivers. This measure was more common among companies transporting non-essential goods (31%) than those transporting essential items (15%).

Pay increases have been rare?13% of survey respondents said they are paying workers a premium due to COVID-19. Others are offering non-monetary rewards including flextime, child-care, and time off.

Another 15% of employers said they have provided truck drivers with monetary rewards such as gift cards.

Improving the image

The million-dollar question for our industry is this: has COVID-19 changed the stigma around working in the trucking and logistics sector?

The views are mixed.

On one hand, employers are divided about whether COVID-19 has made the job of truck driving more or less appealing.

While 35% of employers expect truck driving to be more attractive to prospective employees relative to pre-COVID, 23% believe the job will be less attractive, citing the attention brought to dismal working conditions and wages.

On the other hand, 29% of employers believe that COVID-19 has made trucking and logistics somewhat or much more attractive to other types of prospective employees (excluding truck drivers). This compares to only 4% who believe the attractiveness of the sector has declined for these potential employees.

Challenges ahead

It is interesting to compare these finding to another Trucking HR Canada study done in partnership with Abacus data where 54% of Canadians overall had a positive impression of trucking companies.

The Abacus study also showed that 85% of Canadians think a strong trucking sector is necessary for the economy to be healthy.

Yet barriers remain.

Despite the recognition brought to truck drivers for their essential role in keeping supply chains moving, people are still not rushing to join the industry. Just 35% of Canadians between the ages of 18 and 35 said they would consider a job in trucking and logistics.

And when we look at the huge government relief programs available, namely the Canadian emergency wage subsidy (CEWS), our survey of employers showed that among employers that have not applied for CEWS, the vast majority (85%) have not experienced the eligible revenue reduction to qualify for the subsidy.

At a time when trucking and logistics companies are working hard to survive, they are also essential to the survival of their customers. We cannot lose sight of the fact that our industry needs a level playing field when it comes to accessing government programs and initiatives for employees.

We have seen what supply chains look like when Canada is in the middle of a health crisis. We need a financially strong and resilient transportation industry so HR professionals can keep their truck drivers safe and prepared for the challenges ahead.

Covid-19 has affected our industry and workforce in unprecedented ways.

Seemingly overnight, trucking and logistics firms transitioned from busy offices and terminals to remote work and virtual meetings. We shifted from acute labour shortages and packed trailers to layoffs and uncertain times for businesses and workers, all the while, this industry has kept essential goods moving.

Canada?s truck drivers have become national heroes. Warehouse workers, dispatchers, safety personnel, accountants, IT staff, and business leaders have also been catapulted to levels of public appreciation that none of us has ever experienced.

HR steps up to the plate

And another group has had to adapt suddenly and significantly too ? our HR colleagues.

HR professionals have had to manage staffing changes, develop new working arrangements, ensure physical-distancing measures, check-in on the physical and mental well-being of employees, and navigate massive business relief programs sometimes all in the same day.

Their role has been and will continue to be essential to staff morale and business continuity.

As May flowers begin to open, it looks like our economy will, too (albeit slowly). Here are some ways that HR managers and their organizations can be prepared.

Remote working

Remote working is a new and perhaps enduring reality for many of us. For businesses, the current situation has shown that it?s possible for employees to be productive without coming into an office. HR folks are busy figuring out how and when to bring people back safely?if at all.

Now is the time to review your HR practices and policies and be ready for requests from employees who want to continue to have a flexible work arrangement.

This includes identifying which jobs and roles are best suited to remote working, and how to manage scheduling, reporting, technology, and issues like the security and confidentiality of information given the blurry lines between work and private life.

New workplace policies

There are legal ramifications to consider when it comes to overtime, leave, workplace safety, and financial arrangements between employers and employees who work remotely.

Self-isolation and quarantines will require new policies for reporting illnesses and returning to work. What are your protocols if an employee tests positive for Covid-19? What are the next steps to ensure the health of the individual and others that he or she may have come into contact with?

And procedures regarding layoffs, furloughs, and pay adjustments should be immediately reviewed in light of the circumstances.

Focus on technology

While employees will demand safe work environments that minimize human contact, so will health authorities. From health-assessment apps to digital documents and no-touch business processes, technology can help businesses be prepared for the predicted second wave and changes to the way we work in the future.

Having technology in place is just one piece of the puzzle.

HR people will need to ensure that the company has skilled staff to assess, manage, and analyze IT systems and processes. All kinds of businesses are scrambling now to hire IT people to support this shift, so be ready to commit the time and resources necessary for your HR team to compete and tackle the problem sooner rather than later.

It?s hard to know when the economy will rebound and more freight start to flow through supply chains again. But trucking and logistics companies that have their HR teams preparing for those days now will be best positioned to respond and profit when it does.

Until then, stay healthy and stay (virtually) in touch.

COMMUNIQU? DE PRESSE DE RH CAMIONNAGE CANADA???????

RAPPORT NATIONAL D?INFORMATION SUR LE MARCH? DU TRAVAIL (IMT)

Un manque criant de 20?500?chauffeurs; des mesures imm?diates s?imposent pour rem?dier aux impacts n?gatifs sur l??conomie du Canada.

TORONTO (11?mars?2020) ? RH Camionnage Canada a publi? aujourd?hui son plus r?cent rapport d?information sur le march? du travail (IMT), intitul? La voie de l?avenir?: R?soudre la p?nurie de main-d??uvre dans l?industrie du camionnage et de la logistique au Canada lors d?un lancement national auquel ont particip? des dirigeants de l?industrie ainsi que plusieurs intervenants du secteur. ?labor?e en partenariat avec le Conference Board du Canada et en collaboration avec plusieurs firmes de recherche renomm?es, des intervenants de l?industrie et d?autres sp?cialistes du domaine, cette ?tude approfondie mesure et sonde l?ensemble de l?industrie du camionnage et de la logistique pour fournir les analyses les plus ?clair?es ? ce jour portant sur les importantes p?nuries de main-d??uvre et leurs cons?quences n?gatives sur l??conomie canadienne.

Parmi les th?mes principaux qui en ressortent, on retrouve la n?cessit? d?accro?tre le nombre de chauffeurs longue distance ainsi que le besoin d?augmenter la participation des femmes ? l?industrie, d??laborer des strat?gies pour attirer les mill?niaux de fa?on efficace et de cerner les meilleures pratiques permettant d?appuyer plus pr?cis?ment le recrutement et l?int?gration d?une plus grande diversit? de talents.

PRINCIPALES CONCLUSIONS?: QUANTIFIER LA P?NURIE ET SON IMPACT

La voie ? suivre?: R?soudre la p?nurie de main-d??uvre dans l?industrie du camionnage et de la logistique au Canada a r?v?l? que?:

• Au cours des derni?res ann?es, le secteur du camionnage et de la logistique employait 3,6% de la main-d??uvre du Canada, soit un peu plus de 650?000?travailleurs.
• L?industrie du transport par camion pr?sentait un taux de postes vacants de 6,8% en 2019, soit le double de la moyenne nationale ?tablie ? 3,3% et le deuxi?me plus haut taux des industries canadiennes apr?s l?agriculture. Parmi les pr?occupations, on note ?galement le taux moyen d?mesur? de postes vacants chez les chauffeurs longue distance, qui s??tablit ? 9,4%.
• Alors que les chauffeurs de camion repr?sentent 46% de l?industrie, ils comptent pour 63% des postes vacants de ce secteur.
• Le nombre total de postes de chauffeurs de camions vacants au Canada a augment? de plus de 138% entre 2016 et les trois premiers trimestres de 2019, passant de 8?600 ? 20?500 au cours de cette p?riode.
• Le processus d?embauche exige plus de temps que ce que les professionnels des RH avaient anticip?, et ces professionnels sont surcharg?s en raison de l?augmentation de la pression et de la frustration li?es au recrutement, en plus de la n?cessit? de traiter des ?l?ments de conformit? de plus en plus complexes.
• La p?nurie de chauffeurs a men? au report d?expansions planifi?es par les entreprises de camionnage et ? des pertes de ventes pour l?industrie d?environ 4,7% en 2018, ce manque ? gagner ?quivalant ? environ 3,1?milliards de dollars.
• Sans mesures concr?tes, on estime que le nombre de postes de chauffeurs vacants grimpera encore et atteindra la barre des 25?000 d?ici 2023, soit une augmentation de plus de 25% par rapport ? 2019.

Les conclusions du rapport s?articulent autour de la p?nurie de chauffeurs dans une optique ??d?offre et de demande?? et font ?tat des mesures positives men?es actuellement par le secteur, d?montrant que l?industrie du camionnage d?aujourd?hui est bien diff?rente de celle d?antan.

??Nous devons prendre des d?cisions cruciales et nous arrivons ? un point charni?re??, a d?clar? Angela Splinter, PDG de RH Camionnage Canada. ??L?offre de bons salaires dans un secteur en pleine croissance, le meilleur ?quilibre dans la conciliation travail-vie priv?e, les investissements dans de nouvelles technologies et dans la mise en ?uvre d?initiatives favorables ? l?environnement ne sont que quelques-unes des approches que nous mettons de l?avant. Nous devons faire encore mieux afin de surmonter les d?fis et assurer la stabilit? et la fiabilit? de notre r?seau de transport par camion pour l?avenir. ?

LES IMPACTS DE L?IMPORTANTE P?NURIE DE CHAUFFEURS CANADIENS SUR L??CONOMIE DU CANADA

Le secteur du camionnage?:

• Veille au transport d?environ 550?milliards de dollars de biens achet?s par les Canadiens et de plus de 300?milliards de dollars de biens canadiens destin?s aux march?s d?exportation.
• G?n?re des emplois bien pay?s pour la classe moyenne et emploie plus de 650?000?personnes.
• Fait le pont entre les consommateurs, les entreprises, et les march?s internationaux indispensables ? la stabilit? et ? la bonne marche de notre ?conomie.
• Soutient les neuf autres secteurs d?infrastructures essentielles, soit les secteurs de l??nergie et des services publics, des technologies de l?information et de la communication, des finances, de la sant?, de l?alimentation, de l?eau, de la s?curit?, des services gouvernementaux et du secteur manufacturier.
• Joue un r?le cl? au sein de notre r?seau de transport intermodal national reliant le camionnage, le ferroviaire et le transport maritime, en plus d?offrir un soutien essentiel en p?riode de perturbations dans d?autres modes de transport (le ferroviaire, ? titre d?exemple).

??Les impacts de cette importante p?nurie de chauffeurs au Canada se font ressentir bien au-del? de l?industrie du camionnage??, pr?cise Kristelle Audet, ?conomiste principale au Conference Board du Canada. ??Le camionnage est un secteur vital pour des industries cl?s telles que la foresterie, l?agriculture, la fabrication automobile ainsi que pour les grossistes et les d?taillants.??

??Notre pays compte sur des travailleurs qualifi?s pour maintenir la croissance de notre ?conomie. De l?information de qualit? sur le march? du travail nous permet d?identifier les besoins de l?industrie et de prendre des mesures pour garantir une industrie du camionnage stable et fiable au Canada??, a d?clar? la ministre de l?Emploi, du D?veloppement de la main-d??uvre et de l?Inclusion des personnes handicap?es, l?honorable Carla Qualtrough. ??Le rapport d?aujourd?hui met en ?vidence les possibilit?s du march? du travail pouvant permettre aux Canadiens d?obtenir des emplois bien r?mun?r?s et de bonne qualit? dans ce secteur??.

Pour t?l?charger La voie de l?avenir?: R?soudre la p?nurie de main-d??uvre dans l?industrie du camionnage et de la logistique au Canada, veuillez cliquer ici.

Diffusion Web nationale de l??v?nement?: Veuillez cliquer ici pour vous inscrire et visionner l?annonce.

La diffusion du rapport d?aujourd?hui sera suivie d?un ?change de connaissances sur le march? de l?emploi afin d?examiner attentivement les r?sultats de la recherche et de contribuer ? l??laboration de solutions suppl?mentaires, ax?es sur l?avenir.

Le 12?mars se tiendra le sommet annuel sur le leadership Femmes en mouvement, lors duquel seront pr?sent?es les meilleures pratiques de recrutement et de r?tention des femmes. Cet ?v?nement d?envergure nationale fait suite ? une s?rie d??v?nements Femmes en mouvement r?gionaux, rassemblant des membres locaux de l?industrie pour ?tudier les obstacles et les possibilit?s ? l??chelle r?gionale.

Cet automne, l?industrie lancera une campagne nationale pour recruter de jeunes travailleurs et rem?dier au probl?me des vieilles perceptions erron?es.

Demeurez ? l?aff?t de nos prochaines publications d?information sur le march? du travail, qui pr?senteront encore plus de recommandations pratiques afin de garder cette industrie vitale sur la voie de l?avenir.

RECHERCHE ADDITIONNELLE

Notre rapport, Mill?niaux en mouvement 2 (juillet 2019), met en lumi?re nos recherches sur les jeunes. Ces recherches nous ont permis d??tudier les obstacles perceptifs et la mani?re dont les jeunes voient notre industrie afin de d?terminer o? nos efforts de recrutement doivent ?tre dirig?s.

RH Camionnage Canada est un organisme ? but non lucratif d?envergure nationale, qui propose des solutions de RH modernes, destin?es ? la main-d??uvre du camionnage et de la logistique. Nous avons ?tabli des partenariats et collaborons avec un r?seau dynamique qui comprend des associations d?industrie, des minist?res et des professionnels de l?industrie afin que le r?seau canadien de transport des marchandises dispose d?une main-d??uvre ayant les comp?tences n?cessaires au monde d?aujourd?hui et de demain.

REMERCIEMENTS

RH Camionnage Canada a fait appel au Conference Board du Canada pour r?aliser la recherche qui constitue le fondement de ce rapport.

Nous souhaitons ?galement remercier et saluer notre partenaire, l?Alliance canadienne du camionnage (ACC).

Ce projet est financ? en partie par le Programme d?appui aux initiatives sectorielles (PAIS) du gouvernement du Canada.

CONTACT?:

Angela Splinter, PDG
[email protected]
(613) 244-4800, poste 304

TRUCKING HR CANADA RELEASES ???????

NATIONAL LABOUR MARKET INFORMATION (LMI) REPORT

Acute shortage of 20,500 drivers; Immediate action required to address adverse impacts on Canada?s economy

TORONTO (March 11, 2020) ? Trucking HR Canada (THRC) released its newest Labour Market Information (LMI) report today titled The Road Ahead: Addressing Canada?s Trucking and Logistics Industry Labour Shortage at a national launch event with attendance by industry executives, and sector stakeholders. Developed in partnership with The Conference Board of Canada and working with various leading research firms, industry stakeholders and other subject matter experts, this comprehensive study measures and assesses the full trucking and logistics industry ? providing the most informed analysis to date concerning critical labour gaps and the adverse impacts on the Canadian economy.

Emerging key themes include the urgent need to increase the number of long-haul drivers, increase women?s participation, develop approaches to effectively reach millennials, and identify best practices that specifically support better recruitment and integration of more diverse labour talent.

KEY FINDINGS: QUANTIFYING THE SHORTAGE AND IMPACT

The Road Ahead: Addressing Canada?s Trucking and Logistics Industry Labour Shortage reveals that:

• In recent years, the trucking and logistics sector employed 3.6% of Canada?s workforce, which translates into over 650,000 workers.
• Truck transportation industry average job vacancy was 6.8% in 2019; double the Canadian average of 3.3%, and highest among all industries (outside of crop production). Of particular concern – long-haul drivers had an exorbitant 9.4% average job vacancy rate.?? ????????????????
• While truck drivers represent 46% of the industry, they account for 63% of its job vacancies.
• The total number of truck driver vacancies in Canada has increased over 138% between 2016 and the first three quarters of 2019 ? escalating from 8,600 to 20,500 during this timeframe.
• Hiring is taking longer than anticipated by HR professionals, who are being bogged down with increased recruitment pressures and frustrations, and by more complex compliance issues.
• The driver shortage has directly led to delayed planned expansions by trucking operators, and resulted in lost sales in the truck transportation industry by an estimated 4.7% in 2018, equivalent to roughly $3.1 billion in lost revenues.
• Without meaningful action, vacancies are expected to soar to 25,000 by 2023, an increase of over 25% from 2019.

The report findings articulate the critical ?supply vs. demand? driver shortage, and inform the positive actions the industry is taking now and ongoing that demonstrate that trucking today is different.

?We are at a pivotal decision and action point,? stated Angela Splinter, CEO of Trucking HR Canada. ?Good salaries in a growing sector, better work-life balance, investments in innovative technology and green-friendly initiatives are just some of the approaches we are taking. We need to do more to resolve industry challenges to ensure a stable and reliable trucking transportation network for the road ahead.?

THE IMPACTS OF CANADA?S CRITICAL DRIVER SHORTAGE ON CANADA?S ECONOMY

The trucking sector:

• Carries an estimated $550 billion worth of goods purchased by Canadians and more than $300 billion worth of Canadian goods destined to export markets.
• Generates well-paying middle-class jobs, employing more than 650,000 workers.
• Connects consumers, businesses and international markets that are vital to our economy?s stability and performance.
• Is integral to Canada?s nine other critical infrastructure sectors: energy and utilities, information and communication technology, finance, health, food, water, safety, government, and manufacturing.
• Is a key element in our nation?s intermodal transportation network that links trucking, rail and shipping, and provides an essential contingency during disruptions in other transportation modes (i.e. rail).

?The acute shortage of truck drivers in Canada is felt beyond the trucking industry,?confirmed Kristelle Audet, Principal Economist, The Conference Board of Canada. ?Trucking is a lifeline for key industries such as forestry, agriculture, auto manufacturing, construction, as well as wholesale and retail.?

?Our country relies on skilled workers to keep our economy growing. Quality labour market information allows us to identify industry needs and enables us to take action to ensure a stable and reliable trucking industry in Canada,? stated The Honourable Carla Qualtrough, Minister of Employment, Workforce Development and Disability Inclusion. ?Today?s report highlights workforce opportunities that can lead to Canadians securing well-paying, good quality jobs in this sector.?

To download The Road Ahead: Addressing Canada?s Trucking and Logistics Industry Labour Shortage, please click here.

National Launch Event Webcast: Please click? here to register and view the announcement.

Today?s report release is followed by a Workforce Knowledge Exchange event, which will take a deeper dive into the research findings, and have industry stakeholders provide input into solutions as we move forward.

March 12 marks Trucking HR Canada?s annual Women with Drive Leadership Summit ? presenting and exchanging best practices to recruit and retain women. This national event follows a series of regional Women with Drive events engaging local industry members to examine regional challenges and opportunities.

This fall, the industry will launch a national campaign to recruit young workers and address out-dated misperceptions.

Stay tuned for our next labour market information releases, with more practical recommendations to keep this vital industry driving forward.

ADDITIONAL RESEARCH

Our Millennials Have Drive 2 report (July, 2019) highlights our youth research that probed the perceptual barriers and how young people view our industry, while also identifying where we can realistically target recruitment efforts.

Trucking HR Canada is a national, non-profit organization, advancing modern HR solutions for the trucking and logistics workforce. We collaborate, partner, and work with a dynamic network including industry associations, government departments and industry professionals to ensure Canada?s freight transportation network has the skilled workforce needed for today and into the future.

ACKNOWLEDGEMENTS

Trucking HR Canada (THRC) engaged The Conference Board of Canada to undertake the research that is the basis for this report.

We would also like to thank and recognize our partner The Canadian Trucking Alliance (CTA).

This project is funded in part by the Government of Canada’s Sectoral Initiatives Program (SIP).

CONTACT:

Angela Splinter, CEO
[email protected]
613-244-4800 x 304

Labour shortages in trucking and logistics are an ongoing concern. Employers and employees across the country feel increasing pressure from longer recruiting processes, reduced productivity, and the fact that our pool simply continues to shrink.

To quantify the problem, Trucking HR Canada (THRC) launched a Labour Market Information Project in the summer of 2018. More recently, we partnered with The Conference Board of Canada on a comprehensive survey to more accurately assess the industry?s labour needs.

This work is important for businesses in trucking and logistics. But it?s also clear that understanding the industry?s labour needs affects all Canadians.

In 2019, the trucking and logistics sector employed 3.6% of Canada?s workforce, or just over 650,000 workers. And, while 45% of these employees are truck drivers, we also employ close to 90,000 people in shipping and receiving, close to 88,000 delivery and courier service drivers, and just over 36,000 material handlers at warehouses and distribution centers.

The size of our impact

Transportation is one of 10 critical sectors on which Canada?s economy and national security depends, as identified by Public Safety Canada?s ?National Cross Sector Forum 2018-2020 Action Plan for Critical Infrastructure.?

Trucking and logistics companies connect consumers, businesses, and international markets that are vital to our economy. According to the Conference Board of Canada, the sector carries an estimated $550 billion worth of goods purchased by Canadians and more than $300 billion worth of Canadian goods destined to export markets (this does not even include wheat and crude oil).

And we support the nine other critical infrastructure sectors: energy and utilities, information and communication technology, finance, health, food, water, safety, government, and manufacturing. These pillars of our economy depend on a healthy trucking and logistics industry.

The size of our workforce

In 2019, the trucking and logistics sector employed 3.6% of Canada?s workforce, or just over 650,000 workers. And, while 45% of these employees are truck drivers, we also employ close to 90,000 people in shipping and receiving, close to 88,000 delivery and courier service drivers, and just over 36,000 material handlers at warehouses and distribution centers.

And let?s not forget the many others who keep operations going: an estimated 40,000 managers, supervisors, and administrative staff, and 9,000 accounting personnel.

The size of our problem

According to Statistics Canada?s Job Vacancy and Wage Survey, the truck transportation industry experienced an average job vacancy rate of 6.8% in 2019. This is the second-highest vacancy rate among Canadian industries after crop production, and more than double the national average of 3.3%.

Put differently, we?re unable to fill roughly one out of 15 open positions, most of them truck drivers. In fact, the total number of truck driver vacancies in Canada has increased from an annual average of 8,600 in 2016 to 20,500 in the first three quarters of last year.

Against this backdrop, it may come as little surprise that 61% of employers who responded to our survey reported difficulties filling truck driver positions within the past year.

One reason is demographics. According to the 2016 Census, 32% of truck drivers in Canada are 55 years or older compared to 21% of the entire Canadian labour force. More than 6% of our drivers are 65 and older. It is difficult to compete for younger workers.

Call to action

Our industry?s shortage of workers?and drivers in particular?affects individual businesses, Canada?s transportation infrastructure, and the overall economy.

We need to work quickly on solutions. As a first step, on March 11, we?re making sure everyone is aware of the severity of the situation.

We?re now finalizing our briefing report in partnership with the Conference Board of Canada and will release the results of our Labour Market Information Project at a press conference in Toronto on March 11 at Noon EST.

If you cannot make it to Toronto, please register to watch the event live via our web cast. We also encourage you to reach out to your provincial trucking association. Many will be joining via webcast in their offices.

Immediately following the press conference, we will hold a Workforce Knowledge Exchange?a discussion that will focus on identifying specific actions now that we have comprehensive data about our labour market.

Space is still available. Feel free to reach out to [email protected] to learn more.