WESTERN CANADA HR TRENDS REPORT FALL 201 7 - CPHR Alberta
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WESTERN CANADA HR TRENDS
REPORT FALL 2017
TABLE OF CONTENTS
1. Labour Market Forecast
a. Hiring Confidence Index 2
b. The 6 Month Outlook 3
2. Labour Market Statistics
a. Current Trends 5
b. Termination Causes 7
c. Temporary Layoffs 8
d. Filling Vacancies 11
e. HR Team Ratio 12
3. Compensation and Benefits
a. Compensation 12
b. Benefits 14
c. Learning and Development Budgets 14
4. Drugs, Alcohol, and Health & Safety
a. Drugs and Alcohol 15
b. Health and Safety Management 18
5. Change Management 21
6. Discrimination 22
7. Trends Impacting HR 23
8. Survey Methodology and Respondent Profile
a. Methodology 22
b. Respondent Profile 24
9. Contact Information 28
PURPOSE OF THIS REPORT
This report serves as a reference tool for HR professionals and departments across Western
Canada to make informed decisions on up-to-date workplace information. Taken in concert
with best practices, the right labour market information can help human resources decision
makers to make better decisions and improve the advice that they provide to their
stakeholders.
CPHR British Columbia and Yukon, CPHR Alberta, CPHR Saskatchewan and CPHR Manitoba
have commissioned this report to supplement other sources of labour information available
to their members and to provide benchmarks that can help human resources professionals
make better decisions. This is the fourth report in the series.
p. 1
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caLABOUR MARKET FORECAST
HIRING CONFIDENCE INDEX
Western Canada’s Hiring Confidence Index was created to measure how Western Canadian
employers feel about hiring over the next six months. The index emphasizes how confident
HR professionals are that they can hire the right people to fill open positions, and
incorporates views on expected growth in the number of positions. The scores have a
maximum value of 100 and a minimum value of 0. Scores greater than 50 signify that HR
professionals are more confident than they are concerned about hiring.
70
Hiring Confidence Index
64.1 63.9
65
61.1
60.1
60 58.2 58.2 58.5
55 51.8
50
Western BC Alberta Sask. Manitoba Small Orgs Medium Large Orgs
Canada Orgs
Jan-Jun 2016 Jul-Dec 2016 Jan-Jun 2017 Jul-Dec 2017
Overall, hiring confidence for the next six months (61.1) is down, continuing the trend of
the last two years. BC and small organizations saw small increases in their HCI scores.
Alberta and Manitoba saw small drops in their scores, while Saskatchewan hiring confidence
is significantly lower. The overall drop drive is by organizations with more than 100
employees, particularly with those with more than 1,000.
Hiring Confidence Index by Sector 69.9
70
67.4 67.4
65.0
65 63.5
61.3
59.8 60.0
60
55
50
Oil and Gas Construction Manufacturing Health Care Retail Prof. Serv. Public Admin. Education
Jan-Jun 2016 Jul-Dec 2016 Jan-Jun 2017 Jul-Dec 2017
p. 2
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caPrimary and secondary industry sectors like Oil and Gas, Construction and Manufacturing all
saw their hiring confidence fall in this report. Oil and Gas which usually has one of the
highest scores dropped to its lowest level ever. The opposite happened with service sectors
like Health Care, Retail, Professional Services, Public Administration and Education, all of
which posted higher scores. Health Care and Education, in particular, saw significant
growth, with Education just slightly under a score of 70.
THE 6 MONTH OUTLOOK
Across Western Canada, 36% of organizations said they expect to grow their headcount in
the next six months. This is completely unchanged since the last report. Medium-sized
organizations are the most optimistic about growing their number of employees in the next
six months (38%), while large ones are the least optimistic (30%), essentially unchanged
since the first half of the year. BC is the most bullish on workforce growth, followed by
Alberta, Manitoba and Saskatchewan. Both Manitoba and Saskatchewan saw 3% fewer firms
expect growth than in the last report.
While the top line numbers did not change meaningfully, there were significant changes in
certain sectors. The manufacturing, construction and retail sectors all expect to see
significant workforce growth in the next six months, and all grew from last time. In
contrast, finance, professional services and public administration are all significantly less
likely to expect growth than they did six months ago. Public administration dropped from
36% anticipating growth to their workforces to only 20%, one of the biggest drops we have
seen since this report series began.
p. 3
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caExpected Change in Employment
Overall - Jan-Jun 2016 16% 16% 41% 9% 8% 10%
Overall - Jul-Dec 2016 15% 16% 45% 9% 8% 7%
Overall - Jan-Jun 2017 17% 19% 42% 8% 6% 8%
Overall - Jul-Dec 2017 17% 19% 43% 7% 6% 8%
BC 22% 24% 39% 3%3% 8%
Alberta 15% 18% 44% 7% 8% 7%
Saskatchewan 11% 15% 47% 14% 5% 8%
Manitoba 14% 17% 46% 9% 5% 9%
Small Organizations 17% 20% 45% 4%4% 10%
Medium Organizations 18% 20% 44% 7% 6% 4%
Large Organizations 13% 17% 40% 11% 9% 11%
Oil and Gas 16% 20% 38% 7% 13% 6%
Construction 34% 13% 27% 3% 14% 9%
Manufacturing 32% 18% 37% 6% 3%4%
Finance 8% 21% 51% 15% 2% 3%
Health Care 20% 16% 48% 7%1% 8%
Retail 17% 30% 34% 6% 5% 8%
Prof. Serv. 16% 18% 43% 3% 3% 17%
Public Admin. 5% 15% 54% 10% 8% 8%
Education 11% 23% 47% 8% 3% 7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Increase By More Than 5% Increase By Less Than 5% Stay The Same
Decrease By Less Than 5% Decrease By More Than 5% Don't know
p. 4
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caHR managers expect the most common Expectation for the biggest reason
reason they lose employees will be to lose staff in the next six months
resignation for a better opportunity
Termination without
(21%). This is essentially unchanged cause
since the last report. Close behind (20%) 16% 18% Retirement
is resignation for personal reasons,
followed by retirement (16%). That the
Termination for cause
three "voluntary" reasons for leaving are
in the three of the top positions can be 16% Resignation for
21%
seen as a sign of a healthy labour personal reasons
market. None of the reasons have Resignation for a
changed significantly since the last better opportunity
8%
report. Other
20%
Organizations report that on average
they planned for changes in their workforce 5.4 months in advance. The larger the
organization the more likely they were to plan further in advance. Thus respondents with
fewer than 100 employees plan an average of 4.6 months in advance while those with more
than 1,000 staff begin planning on average 6.7 months in advance. Organizations in BC (5.9
months) and Saskatchewan (5.6 months) plan furrther in advance than those in Alberta and
Manitoba (both 5.0). The mining sector plans the most in advance at 9.1 months, while in
construction organizations only plan 2.5 months ahead on average.
LABOUR MARKET STATISTICS
CURRENT TRENDS
For the third report in a row, the proportion of organizations in Western Canada who
reported increasing headcounts during the first six months of the year has gone up. 40%
say they grew during those six months, more than twice the figure (19%) that shrank. The
growth largely came from big jumps in Alberta where the downsizing of the last couple of
years has reversed itself. It was medium-sized organizations that lead the expansion in
hiring with 48% seeing an increase in the number of employees, a jump of 11% from the
last report.
p. 5
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caPercentage reporting change in employment
18% 15% 11%
22% 19% 13% 24% 14% 16%
25% 24% 22%
24%
14%
15% 35% 25%
23% 15%
15%
25% 27%
26% 32% 17%
33% 36% 34% 37%
41% 35% 39% 41% 39%
40% 41% 37% 33% 29% 32%
53% 54% 57% 55%
48%
40% 39% 39%
30% 30% 33%
37%
30% 32% 35% 33% 34% 34% 39% 32%
Increased Stayed the same Decreased
Much of the overall growth in hiring has come from the oil and gas, construction,
manufacturing and retail sectors. Construction, manufacturing and retail all have more than
half their organizations reporting an increase in headcount, with small proportions seeing a
decrease. The oil and gas sector has jumped from more organizations losing employees
than ones gaining them, to a tie - with 35% reporting growth and the same number
showing a drop. What is impressive about that 35% number, is that six months ago only
16% reported workforce growth. Professional services, health care and finance all saw fewer
organizations reporting growth than in the last report.
The pattern of exact numbers of employees and contractors joining and leaving
organizations shows very little net change. Both small and large organizations saw the
numbers of employees and contractors joining or leaving very close to equal. Only medium-
sized organizations saw growth among both employees and contractors, though the size of
the net growth was not as large as in the last report.
Small Medium Large
Employees
organizations organizations organizations
Joined in last six months 8.3 35.3 115.9
Left in last six months 8.7 30.6 117.0
Net Employees -0.4 +4.7 -1.1
p. 6
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caContractors
Joined in last six months 3.5 13.2 62.2
Left in last six months 4.6 8.0 64.4
Net Contractors -1.1 +5.2 -2.2
TERMINATION CAUSES
Termination without cause, Most Common Reasons for Leaving
formerly the most common reason
Resignation for a
to leave, has dropped significantly 21% 21% 21% 25% better opportunity
(down 12%) and is now only the
third most common reason to lose 19% 19% 21%
Resignation for
personal reasons
an employee (22%). Resignation 23%
8%
for a better opportunity (25%) is 10% 9% Termination for
10% cause
now the most common reason for 15% 14% 14%
employees to leave. This has been 19% Retirement
buoyed by the rise of this reason in
36%
all provinces, except to a much 35% 34%
Termination
22%
lesser degree in Saskatchewan. without cause
Alberta's job market has improved Jul - Dec Jan - Jun Jul - Dec Jan - Jun
significantly while BC and Manitoba 2015 2016 2016 2017
remain strong.
Across Western Canada, the most common reason for staff to leave, in every single job
category, is resignation for a better opportunity. This is a significant change from the last
report when every category was dominated by termination without cause. This change has
principally been driven by improving economic conditions in Alberta.
Just over half (54%) of HR professionals are confident they will be able to fill vacancies with
workers that have equivalent experience and qualifications. This is a drop of 7% since the
last report, all due to fewer people feeling "very confident." At the same time, those
moderately worried they will not be able to find qualified replacements increased by 5%.
The strengthening of the demand for employees across Western Canada is beginning to
have an impact on the availability of qualified job candidates.
p. 7
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caCategory of Most Common
Confidence in replacing workers
Employee Reason to Leave
Resignation for a
with equivalent experience and
Executives qualifications
better opportunity
Resignation for a Very confident they will have
Managers equivalent experience and
better opportunity
4% qualifications
Professionals (i.e. 18%
Resignation for a
engineers, Moderately confident they
better opportunity
accountants, HR) will have equivalent
Technical Staff (i.e. experience and qualifications
Resignation for a 21%
designers,
better opportunity Neither confident nor worried
technicians)
Tradesperson or Resignation for a
36%
Journeypersons better opportunity
Administrative or Resignation for a Moderately worried they will
not have equivalent
support staff better opportunity 21%
experience and qualifications
Very worried they will not
have equivalent experience
and qualifications
TEMPORARY LAYOFFS
Temporary layoffs are a reasonably common practice across Western Canada. They were
used by 22% of organizations in the first six months of 2017, a figure that has remained
more or less constant for over a year. There are no significant regional variations. The
likelihood of use increases with the size of the organization, thus temporary layoffs are rare
with small organizations (13%) and much more common (33%) with large ones. Temporary
layoffs are most common in the construction, public administration and education sectors.
The biggest shift in the last six months has been a significant drop in their use in the
manufacturing sector (down 7%).
p. 8
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caHave engaged in temporary layoffs in the last six months
Western Canada - Jul-Dec 15 15% 80% 5%
Western Canada - Jan-Jun 16 21% 75% 4%
Western Canada - Jul-Dec 16 24% 71% 5%
Western Canada - Jan-Jun 17 22% 73% 5%
BC 20% 76% 5%
Alberta 23% 73% 4%
Sask 24% 71% 5%
Manitoba 24% 71% 5%
Small Orgs 13% 83% 4%
Medium Orgs 24% 74% 2%
Large Orgs 33% 57% 10%
Oil and Gas 26% 69% 5%
Construction 45% 52% 2%
Manufacturing 26% 72% 2%
Finance 5% 94% 2%
Health Care 13% 82% 5%
Retail 17% 77% 6%
Prof. Serv. 10% 86% 4%
Public Admin. 35% 58% 7%
Education 31% 63% 6%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes No Don't know
p. 9
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caIdeally, temporary layoffs are just that, temporary. Across Western Canada, the proportion
of temporary layoffs that become permanent has been consistently dropping for two years
and is now down to only 14%. Over a third (36%) return to work in under 3 months and
another 30% do so in less than six months. On average workers in Manitoba and British
Columbia return to work sooner than those in Alberta and much sooner than those in
Saskatchewan.
Length of time laid off before being typically called back to work
Jul-Dec 2015 9% 38% 21% 10% 22%
Jan-Jun 2016 7% 35% 27% 8% 2% 21%
Jul-Dec 2016 4% 26% 30% 23% 3% 15%
Jan-Jun 2017 7% 29% 30% 17% 2% 14%
British
7% 36% 25% 18% 13%
Columbia
Alberta 9% 25% 30% 16% 4% 16%
Saskatchewan 34% 32% 18% 4% 13%
Manitoba 9% 29% 38% 18% 7%
Less than one month One to three months Three to six months Six months to a year Over a year Never
p. 10
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caFILLING VACANCIES
In a typical labour market, more specialized positions take longer to fill than less specialized
ones. That is what we find in Western Canada in this report. Not only do Executives and
managers take significantly longer to find than administrative and support staff, but
vacancies of this type also take longer to fill than they did six months ago. 47% of
executive and 68% of managerial vacancies are filled within three months, whereas that
number is 96% with administrative and support staff, an increase from the last report. Job
categories of professionals, technical staff and tradespeople all saw the number of vacancies
filled within a month decrease, but the number filled within three months increase.
Executives Managers
Less than a month
Between a month and three 55%
31%
34% months
Between three months and six
months
Between six months and a year 24%
17%
13% More than a year 13%
5% 7%
1%
Professionals Technical Staff Trades and Admin Staff
Journeypersons
60% 59% 46%
51%
45%
24% 40%
17% 11%
18% 14%
1% 4% 1% 2% 1% 2% 0% 4%
A clear majority of organizations who reduced headcount do not plan on filling the vacancies
(62%). Of those that do, most will do so with permanent full-time staff (24%), a few with
contractors (9%) and even fewer with part-time employees (5%). Large organizations are
slightly more likely to fill vacancies with permanent full-time employees. The same goes for
the transportation (41%), health care (37%), education (31%) and construction (30%)
sectors, as well as in Manitoba (30%) and British Columba (28%).
p. 11
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caHR TEAM RATIO
Organizations provided the ratio of HR employees to overall employees. The larger the
organization the proportionally fewer HR staff there were. Small organizations had 57 staff
for each HR staffers, medium-sized organizations had 120 and large ones 268. This
represents a substantial decrease in the number of HR people present in organizations since
the last report, where the ratios were considerably smaller. Large organizations in Manitoba
had the highest ratio (351:1) and the Saskatchewan the lowest (142:1).
COMPENSATION AND BENEFITS
COMPENSATION
Almost three-quarters (72%) of organizations have a compensation philosophy. This is a
meaningful increase of 13% in the past year. The likelihood of having a philosophy
increases with the size of the organization. Only 63% of small organizations have one, but
this increases to 80% among large organizations. Compensation philosophies are most
common in the utilities (88%), mining (85%) and finance (84%) sectors. They are least
likely to be found in the healthcare (66%) and construction (61%) sectors. Compensation
philosophies are slightly more common in Alberta than in other provinces.
Organizations with a compensation philosophy
100% 88%
90% 80%85%78% 84%
80% 72% 71% 74% 69%69% 70% 68% 72%69%68%76%69%68%
63% 61% 66%
70% 59%
60%
50%
40%
30%
20%
10%
0%
21% of the organizations who have a compensation philosophy expect significant changes
to it within the next 12 months. This expectation is most common in the construction sector
(31%), among large organizations (23%) and in Saskatchewan (26%).
p. 12
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caThere has been a slight decline in how well organizations perceive their employees’
understanding of the organization’s compensation philosophy. A quarter (25%) of
organizations think their staff understand how they are compensated to a "great" or very
"great extent". This is a drop from 30% a year ago. So while compensation philosophies are
being adopted by organizations with increasing frequency, ensuring understanding of the
philosophy by employees remains a
challenge.
Employees understanding of
how their compensation is
determined In 2018 organizations are expecting an
increase of 2.5% to base salaries. Smaller
organizations are expecting bigger increases
4% 5% Not at all
(2.9%) than large organizations (2.0%). The
21% largest wage growth is expected in BC
To a slight extent
25% (2.8%) and Manitoba (2.6%), while only a
1.6% increase is expected in Saskatchewan.
To a moderate
extent That the expected wage growth in BC is
almost double than in Saskatchewan
To a great extent
highlights the differences across the labour
To a very great
markets and the relative strength of the
45% extent provincial economies across Western Canada.
The retail sector is expecting the largest
wage growth (3.2%) followed by the finance,
construction and oil and gas sectors (all 3.1%). Education and public administration foresee
the least wage growth (1.5% and 1.4%, respectively).
Expected change to base salaries in 2018
3.5% 3.1% 3.1% 3.1% 3.2%
2.8% 2.9% 3.0% 3.0%
3.0% 2.5% 2.5% 2.6% 2.5% 2.6% 2.5%
2.5% 2.0% 2.0% 2.0% 2.0%
2.0% 1.6%
1.4% 1.5%
1.5%
1.0%
0.5%
0.0%
One in ten (10%) respondents rolled back their salaries or wages in the last three years.
This varies hugely from 16% in Alberta to only 2% in Manitoba. Rollbacks were most
common within small organizations (12%) and in the oil and gas sector (40%).
Less than a third (28%) of respondents who rolled back wages have already fully reinstated
the rolled-back wages, while another 22% expect to do so in 2018, and 24% expected to do
p. 13
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caso in 2019 or 2020. Fully one quarter (25%) do not expect to reinstate the rolled back
wages. Saskatchewan has the highest percentage who do not expect to reinstate the old
wages (31%) while in Manitoba every single organization has already done so or plans to do
so.
BENEFITS
Across Western Canada respondents reported spending 14% of what they pay in salaries on
benefits, including RRSP contributions and pensions. This has not changed since the last
report to ask this question, a year ago. The amount paid increases with the size of the
organization: large organizations spend 16%, and smaller ones only 11%. Organizations in
the public administration and utilities sectors (both 17%) spend more than the average on
benefits, while those in the professional services sector spend the least (11%).
Average percentage of salary paid in benefits
20% 17% 17%
18% 16% 15%
15% 14% 15%
16% 14%14%14%14%14%14% 14% 13% 14%
13%13%12%
14% 11% 11% 11%
12%
10%
8%
6%
4%
2%
0%
LEARNING AND DEVELOPMENT BUDGETS
Across Western Canada, organizations are investing an average of 3.8% of their
budgetedexpenses on learning and development for members of their teams. This is
essentially unchanged from the last report. Spending does not vary greatly by province
varying from 3.5% to 3.9%. BC did see an increase in spending since the last report (up
% of Budget Allocated to Learning and Development
3.8% 3.7% 3.8% 3.9% 3.8% 3.7% 4.3% 4.0%
3.3% 3.5% 3.2%
Jul-Dec Jan-Jun Jul-Dec Jan-Jun BC Alberta Sask Manitoba Small Medium Large
2015 2016 2016 2017 Orgs Orgs Orgs
p. 14
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.ca0.5%). Smaller organizations spend a higher proportion (4.3%) of their budget on learning
and development than larger organizations (3.2%).
DRUGS, ALCOHOL, AND HEALTH & SAFETY
DRUGS AND ALCOHOL
More than two-thirds of organizations (68%) have a policy that sufficiently addresses
alcohol, but they are far less likely to have policies that do the same for drugs, especially
marijuana. Workplace policies related to alcohol are most common in organizations in
Manitoba (71%) and the mining (96%), construction (89%) and transportation (89%)
sectors, as well as in medium-sized organizations (75%). Policies on opioids are less
common (34%), however 14% are planning to create or update these policies. Policies
addressing opioids are most common in organizations in the mining (69%), construction
(66%) and oil and gas sectors (60%). Less than a quarter (22%) of organizations have
policies around medical marijuana, and even fewer (15%) have them for soon-to-be
legalized marijuana. The same, safety conscious sectors listed previously are more likely to
have these policies in place as well.
Do you have a policy that addresses each of:
100%
80% 15%
36% 7%
40% 36%
60%
40% 14%
28% 68%
30%
20% 34%
22% 15%
0%
Medical Marijuana Legalised Marijuana Opioids (Fentanyl, Alcohol
Oxycodone, Vicodin, etc.)
Yes No, but we are planning to create/roll out an updated policy that is sufficient No
61% of responding HR professionals say they have started to educate themselves on the
potential impacts of marijuana legalization on their organizations. Another 25% plan to do
so before the new federal law comes into effect. HR professionals in the construction (73%),
oil and gas and transportation (both 70%) sectors are the most likely to have already
started preparing. Those in the education sector (52%) and in small organizations (55%)
are the less likely to be preparing for legalization of marijuana.
The most common action taken thus far by organizations to prepare for the legalization of
marijuana in Canada is consulting with an employment lawyer to review or create the
appropriate policy (24%).This is followed by developing a communications plan to educate
employees about policies (21%) and training to HR staff (20%). On the whole, large
p. 15
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caorganizations are taking more actions to prepare than smaller ones. Organizations in sectors
with strict safety and alcohol rules (transportation, mining, construction and oil and gas) are
all more likely to be better prepared.
What action(s) is your organization taking to prepare for the
legalization of marijuana in Canada?
25% 24%
20% 21%
20% 18% 18%
15%
15% 13%
10%
5%
0%
None None, our drug & Working/consulting with Working with an Providing training to our Providing training to our Developing a
alcohol policy already an employment lawyer occupational health & HR staff frontline comprehensive
equips us to effectively to review or create safety expert to review supervisors/managers communications plan to
address the issue of appropriate policy or create appropriate educate employees
marijuana legalisation policy concerning our
workplace policies
related to alcohol
Almost three in five (58%) respondents have been involved in accommodating an employee
with a drug or alcohol addiction. This is higher in larger organizations (64%) and in the
transportation (71%), mining (67%) and construction sectors (67%). It is significantly less
common in the finance (39%) and education sectors (46%).
Have been involved professionally in accommodating an
employee with a drug or alcohol addiction
80%
71%
70% 64% 65% 65% 67% 62% 67% 64% 65%
62%
58% 58% 60% 58% 60% 58%
60% 54% 54%
51%
50% 46%
39%
40%
30%
20%
10%
0%
p. 16
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caWhile most respondents have accommodated employees with addiction issues, less than a
third (29%) of organizations offer training to recognize drug and alcohol addiction. This type
of training is significantly more common (45%) in large organizations, as well as in the
mining (59%), utilities (48%) and oil and gas (46%) sectors. It is no coincidence that the
sectors that are more likely to offer training to recognize the signs of addiction are the same
ones that are more likely to have needed to engage the accommodation process with
employees with addiction issues.
Does your organization offer training to recognize drug and
alcohol addiction?
100%
90%
80%
24% 38% 43%
70% 30% 54% 45% 47%
53% 59% 48% 55% 54% 55% 37% 58% 54% 66%
60% 65% 4% 63% 52% 52%
50% 9% 7%
5% 13% 8%
40% 9% 9%
30% 9% 9% 11% 12% 13%
11% 59% 7% 12% 12% 5%
20% 9% 45% 46% 39% 48% 5% 40% 9% 38%
29% 24% 35% 28% 21% 25% 24%
10% 22% 26% 18% 26% 22% 18% 25%
0%
Yes No, but within the next year No
Very few organizations engage in pre-employment or pre-site access drug testing and
screening. Only 4% report doing so on all employees, 14% do so for safety-sensitive
positions, 5% for all employees accessing a site and 1% are rolling out a program in the
next year. 12% say they may consider a program like this in the future and 1% used to
have one but do not anymore. The type of screening engaged by employers is very
industry specific with a third of mining organizations screening all employees, and half of oil
and gas organizations screening all safety-sensitive roles. 28% of respondents in the
construction sector say they screen all employees entering a site.
Almost two-thirds (63%) of organizations have either reviewed all their roles to determine
which ones are safety-sensitive or determine this before the position is filled. Classifying the
safety sensitivity of roles is more common in large organizations, and in the mining, oil and
gas, utilities and construction sectors.
p. 17
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caHas your organization determined which roles are considered safety-
sensitive?
100%
2% 3% 6% 5%
90%
2% 8% 1% 5% 10% 2% 10%
80% 7% 9% 4%
8% 8% 4% 35% 16% 7% 7%
70% 9% 8% 10% 12% 2% 33% 13% 9%
9% 8% 4% 11% 11% 40% 3% 13% 1% 17%
60% 5% 12% 4% 39% 51% 3% 8%
6% 5% 9% 5% 3% 10%
3% 32% 16% 12%
50% 29% 31%
28% 26% 9% 31% 4% 31% 3%
40% 30% 8% 29% 40% 28% 10%
28% 16%
30% 20% 13%
59% 54% 16%
20% 39% 42% 45% 11% 37%
30% 28% 35% 24% 27% 23% 30%
34%
27% 24% 27% 30% 28%
10% 19%
13%
0%
No, we have no plans to review our organisation’s roles to determine which are safety-sensitive
No, but we plan to review our organisation’s roles before July 2018
Yes, we have reviewed all our roles and have determined that there are no safety-sensitive roles
Yes, we have reviewed all our roles and have determined which ones are safety-sensitive
Yes, we determine if a role is safety-sensitive before we fill the position
HEALTH AND SAFETY MANAGEMENT
While 75% of organizations have a health and safety management program, this rises to
84% in Manitoba and 88% among large organizations. In contrast, only 74% of BC
organizations and 54% of small ones have such a program. Another handful (6%) of
organizations have a health and safety program which is just for employees outside of the
office (as high as 14% in the oil and gas sector). Overall health and safety management
programs are most common in the utilities (94%), transportation (89%) and mining (87%)
sectors. They are least common in the professional services sector (42%).
p. 18
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caDoes your organization have a health and safety management
system/program?
100%
0% 1% 5% 0%
4% 5%
1%
8% 9% 9%
90%
8% 9% 3%
5% 9% 14% 7% 7%
9% 11% 7%
11% 11% 10%
15% 5% 6% 7% 5% 10%
80% 6% 18% 6% 4%
6% 6%
70% 7% 21% 2%
60% 26%
8%
50%
94% 89% 84% 5%
40% 84% 82% 88% 87% 82% 86% 85%
78% 83% 83% 78%
75% 74% 75% 71%
69%
30%
54%
20% 42%
10%
0%
Yes Yes, but it is focused solely on employees working outside of an office environment No
In nearly half of organizations (45%) the HR and health and safety teams are jointly
responsible for the management of the health and safety program. In 35% of organizations
the health and safety team is solely responsible and in 14% it is up to the HR team alone.
Small organizations are more likely (20%) to have HR manage the health and safety
programs, while 43% large organizations delegate this responsibility to the health and
safety team alone. The finance sector is the most likely (37%) to leave health and safety
management in the hands of the human resources department alone. In contrast, almost
two thirds (62%) of organizations in the oil and gas sector have dedicated health and safety
teams which manage this system.
Almost every organization (86%) believes it is at least somewhat effectively managing its
health and safety programs and systems. However, only 15% believe that their
management is very effective. Clearly, there is room for improvement. Only 7% believe
they are managing ineffectively. There are no significant differences between the size of
organizations. The utilities (27%) and mining (25%) sectors are the most likely to believe
they are very effective with their health and safety management, while the healthcare
sector (11%) is the most likely to believe they are ineffective in their management.
p. 19
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caTo what extent do you believe your organization is managing
their health and safety system/program effectively?
100%
0% 2% 3%
90% 5% 6% 4%
6% 5% 7% 4% 5% 23% 1% 6% 1% 11% 3% 7% 3%
80% 6% 7% 8%
29% 32% 30% 25% 27%
70% 31% 30% 30% 30% 32% 22% 34%
35% 34% 32% 31% 33% 42% 40% 32%
60%
50% 46%
40% 40% 41% 41% 45% 40% 31% 41% 40% 42%
39% 41% 38% 36% 37% 35% 34% 44%
30% 36% 35% 38%
20%
10% 15% 14% 17% 25% 17% 20% 27% 19%
12% 15% 15% 15% 16% 13% 12% 13% 20% 9% 18% 11% 9%
0%
Very effectively Effectively Somewhat effectively
Neither effectively, nor ineffectively Somewhat ineffectively Ineffectively
Very ineffectively
When asked which elements of their health and safety programs were most likely to
improve the effectiveness of their current system respondents indicated that better
proactive identification and analysis of health and safety hazards at the work site (32%),
greater demonstrated commitment and buy-in from management (29%) and integrating or
building a safety mindset into the organisational culture (29%) would result in
improvement. The retail sector is the most likely (48%) to believe that better proactive
identification and analysis of health and safety hazards at the work site will improve their
current health and safety system.
What aspects of your health and safety management system would
improve the effectiveness of the current system?
35% 32%
29% 27% 29%
30% 25%
23% 23% 21%
25% 20%
20% 16%
15%
10% 5%
5%
0%
p. 20
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caCombined over two-thirds (68%) of respondents either do not know (27%) if their
organizations comply with the Canadian Psychological Health and Safety Standard or even
know that it exists (41%). Only 21% of organizations comply with the standard, including
24% of large organizations and 27% in the public administration sector. The voluntary
standard was created in 2013, but it is clear that more education and promotion could
contribute to more organizations adopting it.
CHANGE MANAGEMENT
Only 7% say that their organization is very effective at change management, but 67%
report that they are at least somewhat effective at it. This is certainly an area in which
organizations can learn to do better. Less than a quarter (22%) see themselves as
ineffective at change management. Organizations in Manitoba (72%), of a medium-size
(70%) and in the finance (85%), hospitality (75%) and transportation (74%) sectors are
more likely to consider themselves to be effective at change management. Those who
report being least effective are large organizations (27%) and in public administration
(32%).
How effective is your organization with respect to change
management?
100%
2% 5% 3% 2% 2%
4% 4% 3% 4% 4% 6% 6% 5% 3% 4% 2% 3% 4% 4% 6%
90% 7% 7% 8% 5% 5% 4% 7% 7% 9% 4% 7% 6% 3%
7%
7% 4% 7% 4% 7% 9% 4% 7%
9%
12% 14% 9% 7% 5% 8%
80% 11% 9% 13% 12% 9% 8% 14% 8% 8% 4%
14% 15% 16% 19% 4%
8% 6% 8% 6% 8% 20% 11%
9%
70% 8% 9% 9% 8%
9% 12% 9%
9% 9%
60%
45% 8% 14%
40% 44% 29%
50% 42% 31% 45%
40% 39% 39% 41% 46% 35% 56%
40%
39% 38% 48% 35%
42% 39% 36%
30% 25%
24% 30%
20% 26% 26%
20% 21% 19% 20% 23% 21% 21%
20% 18% 20% 15%
10% 21% 13% 12% 17% 16% 16%
12%
0%
7% 8% 7% 6% 6% 4% 6% 6% 5% 4% 6% 10% 6% 7% 2% 6% 3% 5%
Very Effective Effective Somewhat effective Neither effective nor ineffective
Somewhat ineffective Ineffective Very ineffective
One in four (24%) report that their organization is suffering from change fatigue and
another 41% that they are suffering from it to a moderate degree. Overall fatigue is highest
p. 21
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.cain Alberta (68%) and lowest in Manitoba (59%). Fatigue increases with the size of the
organization so that large organizations are more likely to be feeling fatigued by change
(77%) than small ones (48%). The utilities sector is the most likely to be suffering from full
or moderate change fatigue (81%). HR teams are experiencing less change fatigue than the
organizations they serve: 21% report suffering from change fatigue and another 33% are
suffering moderately. HR team fatigue rates are lower than the overall organization rates in
every category.
DISCRIMINATION
Some employers are now testing so-called "blind hiring" processes where the names of
applicants are hidden to ensure there is no bias in hiring in order to achieve more diversity
within their organizations. Across Western Canada, this is already practised by 3% of
employers, with another 3% planning to roll it out within the next year. 34% are open to
the idea if they see data that shows that the practice has positive impacts on diversity.
Openness to this practice is highest in British Columbia (37%), within medium-sized
organizations (38%) and within the professional services (46%) and construction (44%)
sectors.
Would you consider adopting a similar practice in your
organization?
100%
90%
80%
70%
60% 29% 42% 35% 24%
33% 37% 31% 33% 35% 35% 25% 32%
50% 31% 29% 35% 38% 37% 31% 31%
29% 26%
40%
30% 46%
34% 38% 44% 36% 31% 33%
20% 34% 32% 35% 33% 37% 29% 38% 30% 33%
37% 31% 30% 39%
26%
10%
0% 3% 3% 3% 1% 3% 4% 1% 3% 4% 3% 1% 2% 2% 3% 2% 3% 4% 2% 4% 3%
No
Yes, but we would want to see data that supports this action beforehand
Yes, we are planning to implement this within the next year
We already do this at my organisation
p. 22
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caTRENDS IN HR
Respondents were also asked to identify trends that are impacting their work in HR
including government policies. While there are too many to enumerate, the most popular
and significant include:
• The general economic climate and price of oil – especially in Alberta and
Saskatchewan
• Raising minimum wage
• Employment legislation
• Government funding and budget cuts
• Cost of living in British Columbia
• Competition for skilled hires
• Immigration policies
• Public service wage freeze in Manitoba
SURVEY METHODOLOGY AND RESPONDENT
PROFILE
METHODOLOGY
This survey was conducted online between June 5 and 27, 2017. 11,497 members of the
CPHR BC & YK, CPHR AB, CPHR SK and CPHR MB were invited to participate via email
communication. Of these, 2,602 completed sufficiently enough of the survey for their
responses to be useable, a response rate of 22.6%. 1,648 respondents completed every
question, representing a completion rate of 14.3%. The margin of error of this survey varies
depending on the number of completions each question received. The margin of error varies
between +/- 1.6% nineteen times out of twenty and +/- 2.2% nineteen times out of
twenty. The data for the previous report was collected in December 2016.
Due to rounding, some numbers may not add up.
p. 23
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caRESPONDENT PROFILE
The respondents come from organizations of all sizes from sole proprietors to multinational
corporations. The median number of employees in Western Canada per organization is 300,
and the average number of employees is 3,084.
Respondents by Province or Territory
British Columbia 26.5%
Yukon 0.5%
Alberta 45.7%
Northwest Territories 0.5%
Nunavut 0.1%
Saskatchewan 13.5%
Manitoba 13.2%
For the purposes of this report, small organizations are defined as those having fewer than
100 employees, medium organizations as those having between 100 and 999 employees
and large organizations as those employing 1,000 or more employees. Respondents were
also distributed across a wide range of sectors.
Number of employees
Self-employed 6%
1 to 99 20%
100 to 499 32%
500 to 999 11%
1,000 to 9,999 24%
Over 10,000 7%
p. 24
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caResponses by Organization Type
Private firm 60%
Federal, provincial or municipal
15%
government department
Not-for-profit 13%
Academic institution 7%
Crown Corporation 6%
Due to the sample size, only breakouts were provided for 13 industry sectors:
• Mining
• Oil and Gas
• Construction
• Utilities
• Manufacturing
• Finance
• Healthcare
• Retail
• Transportation
• Hospitality
• Professional Services
• Public Administration
• Education
p. 25
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caResponses by Sector
Public administration and government 13%
Professional, scientific, and technical services 13%
Oil and gas 9%
Healthcare and social assistance 8%
Education services 8%
Finance and insurance 7%
Retail and wholesale trade 6%
Manufacturing 6%
Construction 4%
Hospitality and food services 4%
Transportation and warehousing 4%
Utilities 3%
Mining 2%
Agriculture and forestry 2%
Real estate, rental and leasing 1%
Arts and entertainment 1%
Information and cultural industries 1%
Responses by Unionization
Has a unionized environment 47%
Does not have a unionized
53%
environment
Respondents work in a variety of roles within their organizations, but HR generalists and
managers were the most common respondents.
p. 26
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caDistribution by Role
Manager / Supervisor 26%
Generalist 19%
Director / AVP 12%
Specialist 10%
Consultant 9%
Coordinator / Administrator 7%
VP 3%
SVP / C-level 3%
Currently unemployed 3%
Non-HR function 2%
Student 2%
HR Instructor 1%
Retired 1%
Other 3%
64% of those respondents in a non-HR function indicated that working in an HR function is
part of their desired three-year career path.
38% of those who say they are unemployed have been so for less than six months and 36%
have been out of work for more than a year.
p. 27
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caCONTACT INFORMATION
For more information contact:
British Columbia
Alberta Saskatchewan Manitoba
and Yukon
604.684.7228 403.209.2420 306.522.0184 204.943.2836
info@cphrbc.ca E: info@cphrab.ca regina@cphrsk.ca hello@cphrmb.ca
www.cphrcb.ca www.cphrab.ca www.cphrsk.ca www.cphrmb.ca
For media inquiries, contact:
Geoffrey Person
Director, Marketing & Communications
Phone: 403-541-8700
Email: gperson@cphrab.ca
For inquiries regarding the survey and analysis, contact:
British Columbia and Yukon
Chartered Professionals in Human Resources of British Columbia & Yukon
Phone: 604.684.7228
Email: info@cphrbc.ca
www.cphrbc.ca
Alberta
Daniel Boucher
Director, Regulatory Affairs & Research, and Registrar
Chartered Professionals in Human Resources of Alberta
Phone: 403-541-8714
Email: dboucher@cphrab.ca
Saskatchewan
Nicole Norton Scott, CPHR
Executive Director & Registrar
Chartered Professionals in Human Resources of Saskatchewan
Phone: 306-522-0184
Email: nicole.nortonscott@cphrsk.ca
p. 28
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caManitoba
Ron Gauthier
Chief Executive Officer & CPHR Registrar
Chartered Professionals in Human Resources of Manitoba
Phone: 204-943-0884
Email: rgauthier@cphrmb.ca
For inquiries regarding the methodology and survey tool, contact:
Hamish I. Marshall
Torch
Phone: 778-835-3715
Email: hmarshall@torch.agency
ABOUT THE ORGANIZATIONS
Chartered Professionals in Human Resources of British Columbia & Yukon
Founded in 1942, CPHR BC & YK has grown to include more than 5,500 members
encompassing CEOs, VPs, directors of HR, HR generalists, HR advisors, consultants,
educators, students and small-business owners in BC and the Yukon. We are all Human
Resources. CPHR BC & YK offers professional development and networking opportunities as
well as resources for every stage of your career.
Chartered Professionals in Human Resources of Alberta
CPHR Alberta is our province’s community for Human Resources, dedicated to strengthening
and promoting the HR profession. As the exclusive granting body for the Chartered
Professional in Human Resources (CPHR) designation, CPHR Alberta establishes professional
standards within the industry through education, research and public policy initiatives. Our
association connects almost 6,000 HR professionals through professional development,
networking, and community initiatives.
Chartered Professionals in Human Resources of Saskatchewan
The Chartered Professionals in Human Resources of Saskatchewan (CPHR SK) is the premier
professional association for human resource professionals and is the Chartered Professional
in Human Resources (CPHR) granting body within the Province of Saskatchewan.
Chartered Professionals in Human Resources of Manitoba
Committed to the Human Resource profession, the Chartered Professionals in Human
Resources of Manitoba (CPHR MB) is a vibrant association full of passion and vitality. With
over 1,400 members, our membership is overflowing with a wealth of knowledge and
resources. Established in 1942, CPHR MB is a network that links members, businesses, and
the general public to important HR issues and trends that are occurring provincially,
nationally, and globally.
p. 29
Contact: Daniel Boucher, Director, Research | dboucher@cphrab.ca | Suite 990 Suite 990, 105 - 12 Ave. S.E. | Calgary, AB Canada | CPHRab.caYou can also read
