Saskatchewan HR Trends Report - Spring 2021
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Saskatchewan HR Trends Report Spring 2021
Table of Contents
Introduction 3
Detailed Findings 6
Organization State During Public Health Emergency 7
Pandemic Impact 10
Remote Work 13
Controlling Labour Costs 19
Impact on HR Initiatives, Policies, and Employee Learning 22
Returning to Normal Operations 31
Forward Looking Priorities and Challenges 33
Talent Retention and Labour Market Statistics 38
Mental Health 45
Respondent Profile 48
Contact Information 55
2
Introduction SPRING 2021 3
Introduction
This report serves as a reference tool for HR professionals and
departments across Western Canada to make better-informed
decisions using up-to-date workplace information. Taken in
concert with best practices, comparative data can help human
resources professionals improve the advice they provide to their
organizations.
CPHR British Columbia and Yukon, CPHR Alberta, CPHR
Saskatchewan, and CPHR Manitoba have commissioned this
report to supplement other sources of workplace information
available to their members and to provide benchmarks that can
help human resources professionals make better decisions. This
report combines selected standard questions that have been
tracked over previous waves as well as builds on the most
recent survey gauging the ongoing impact of the COVID-19
pandemic.
SPRING 2021 4Methodology Sample
The Spring 2021 wave of this study was conducted by Insights
West on behalf of CPHR British Columbia & Yukon, CPHR Alberta, Given the small overall sample size this survey wave (65n),
CPHR Saskatchewan, and CPHR Manitoba. The survey was please interpret results with caution. Please also note that
conducted online from from November 23rd to December 13th, comparisons between different respondent subgroups are not
2020. possible.
Members of the four associations were invited to participate via Where applicable, results have also been compared to previous
email communication from their respective associations. In total, years’ studies and statistically significant year over year
1,156 Saskatchewan human resources professionals were sent a changes have been indicated as follows:
survey invitation. Respondents were screened to include Statistically significantly higher than previous wave.
members who: Statistically significantly lower than previous wave.
• Are currently employed; and
• Have employees in Western Canada.
A total of 65 Saskatchewan human resources professionals
participated in the survey, for an overall response rate of 5.6%.
Survey responses to individual questions were optional. The
margin of error of this survey varies depending on the number of
completions each question received. The margin of error for a
sample size of 65 (all survey respondents participating) is +/-
12.16% 19 times out of 20.
SPRING 2021 5Detailed Findings SPRING 2021 6
Organization State During
Public Health Emergency
SPRING 2021 7No, not currently
Yes, partially operating
operating 0%
Organization Currently Operating
8%
All organizations represented by survey respondents are
currently operating, with more than 9-in-10 that are fully/near
fully operating.
100% Yes
Yes, fully/near
fully operating
92%
Base: Employed in HR, excluding consultants (n=48)**
**Very small base size, interpret with extreme caution.
PD6. Is your organization currently operating?
SPRING 2021 815%
Federally
15% Workplace Regulation
98% Nearly all Saskatchewan organizations who completed the
98% survey are provincially regulated.
Yes
83%
Provincially
83%
2%
Don’t know
2%
December 2020 (n=48)**
Base: Employed in HR, excluding consultants
**Very small base size, interpret with extreme caution. June 2020 (n=163)
PD2. Is your workplace federally or provincially regulated?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 9Pandemic Impact SPRING 2021 10
24%
Increased
7%
Net Change
(Increase Minus Decrease) Change in Workforce Size
-7
Stayed the 42% -25
same 59% Change in workforce size has improved since June 2020.
One-quarter of Saskatchewan organizations have seen an
increase, up significantly since the last survey wave.
31% The net impact has been a -7 decrease in workforce size, which
Decrease marks an improvement since June 2020.
32%
0% December 2020 (n=45)**
Don’t know
3% June 2020 (n=150)
Base: Employed in HR
**Very small base size, interpret with extreme caution.
Dec 2020 C6. In the last six months, how has the total number of
employees (full time and part time) in your
organization’s employment changed?
June 2020 P5. How has the size of your workforce changed due
to the pandemic?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 11Pandemic Impact Temporarily laid off
some or all employees
38%
42%
Spending freezes
13%
22%
Nearly all Saskatchewan Spending reductions
34%
Cancelled contracts or tenders
13%
organizations have been 50% 22%
impacted by the COVID-19 Introduced/increased online, 32% 13%
Closed temporarily
digital, e-commerce operations 36% 13%
pandemic, most commonly
through temporary layoffs, 32% 11%
Terminated some employees Increased operating costs
21% 20%
spending reductions,
Forced a change to our 28% 9%
introduction/increase of Increased sales volumes
business strategy 43% 6%
online operations, and 23% 6%
termination of some Hired more employees Salary reductions
10% 11%
employees. Deferred or cancelled capital 21% Shifted our operations to 6%
projects 31% delivery or curbside pickup 11%
Compared to June 2020,
21% Advanced new research and 4%
Saskatchewan organizations Decreased sales volumes
27% development 10%
are more likely to have hired
19% 0%
more employees and less Reduced staff hours Closed permanently
29% 1%
likely to report spending 17% 2%
reductions and forced Salary freezes Other
15% 7%
change in business strategy. 15% 2%
Increased staff hours Don’t know
13% 3%
Introduced new product or 15% 4%
No impact
service 11% 1%
Base: Employed in HR, excluding consultants December 2020 (n=47)**
**Very small base size, interpret with extreme caution. June 2020 (n=157)
P1. To date, how has the COVID-19 pandemic impacted your organization?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 12Remote Work SPRING 2021 13
48%
Yes
43% Remote Work Policies
Among the organizations in Saskatchewan that continued their
operations throughout the pandemic, just under half had remote
work/flexible work policies prior to the pandemic.
50%
No
53%
2%
December 2020 (n=48)**
Don’t know
June 2020 (n=152)
4%
Base: Able to continue operations during pandemic
**Very small base size, interpret with extreme caution.
R5. Did your organization have remote work/flexible work policies prior to the pandemic?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 1463%
Yes
34%
New Remote Work Policies
Compared to June 2020, Saskatchewan organizations are
significantly more likely to have introduced new remote work or 17%
flexible work policies during the pandemic. No
24%
Under 21%
consideration
39%
0% December 2020 (n=48)**
Don’t know June 2020 (n=152)
3%
Base: Able to continue operations during pandemic
**Very small base size, interpret with extreme caution.
R6. Has your organization introduced any new remote work/flexible work policies during the
pandemic?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 15Percentage Workforce Working Home/On-Site
Close to 6-in-10 Saskatchewan organizations have over 40% of their workforce solely working on-site, while more than one-third have over 40% of their
workforce solely working from home.
None None
5% 2%
80%+ of None
workforce 80%+ of 80%+ of
20% workforce
24% workforce
35% 39%
Solely Working Granted Flexibility Solely Working
from Home for Where to Work On-Site
40% to 79%
of workforce
13% 1% to 39%
of
1% to 39% workforce
40% to 79% of workforce 37%
1% to 39% of of workforce 47%
workforce 12% 40% to 79%
42% of workforce
20%
Base: Employed in HR, excluding consultants (n=46)**
**Very small base size, interpret with extreme caution.
R8. Please indicate what percentage of your workforce…
SPRING 2021 16Brought back employees in stages 47%
Created alternating schedules for groups of
employees to be on-site 40% Approaches for Returning
Designated certain employees as being
Employees to Workplace
able to work remotely 38%
Brought back the entire workforce to the
Nearly half of Saskatchewan organizations have brought back
workplace while ensuring compliance with 30% employees in stages, while 2-in-5 created alternating schedules
health guidelines for groups of employees to be on-site or designated certain
Encouraged employees to return to the employees as being able to work remotely.
workplace, while offering flexibility for those 26%
that prefer to continue working from home
Roughly one-third are deemed essential, so their frontline staff
Required underperforming/ less productive
employees to return to the workplace 11% never left the workplace.
Offered employees the option to continue
working from home with a reduction in pay 0%
We are deemed essential, so our frontline
operations staff never left the workplace 34%
Other 6%
None of the above 4%
Base: Employed in HR, excluding consultants (n=47)**
**Very small base size, interpret with extreme caution.
R9. What approaches has your organization taken for returning employees to the workplace?
SPRING 2021 17Likelihood of Organizations to Offer Not Likely Likely
Remote Work after Next Year
Thinking past the next year, more than half of HR Offer remote work as an option
38% 13% to more employees than prior 18% 56%
professionals in Saskatchewan believe their
to the pandemic
organization is likely to offer remote work as an
option to more employees than prior to the pandemic
and be more open to recruiting and employing
remote-based talent. Be more open to recruiting and
39% 7% 15% 56%
employing remote-based talent
About 1-in-6 believe their organization is likely to
reduce the amount of office space owned or leased.
Reduce the amount of office
63% 33% 4% 17%
space owned or leased*
Consider permanently moving
86% 75% the entire workforce to remote 2 7%
Base: Able to Continue Operations During Pandemic (n=46)**
**Very small base size, interpret with extreme caution. or digital work
*Added December 2020
R7. Thinking past the next year, how likely is it that that your organization
will do each of the following? Not very likely Not at all likely Very likely Somewhat likely
SPRING 2021 18Controlling Labour Costs SPRING 2021 19
43%
Actions Taken to Control
Temporary layoffs
39%
36%
Labour Costs
Encouraged employees to use their vacation time
33%
In response to the economic downturn from
Permanent terminations 30%
15% the pandemic, just over 2-in-5 Saskatchewan
Using provincial government 23% organizations have controlled labour costs
programs or benefits 13%
Applied for the Canada 23%
through temporary layoffs. More than one-
Emergency Wage Subsidy 17% third have encouraged employees to use
18% vacation time, while 3-in-10 have
Hiring freeze 27%
16% implemented permanent terminations.
Reduced hours 19%
14%
Salary freeze 13%
11%
Applied for the federal work share program 5%
Offered early retirement 9%
or severance packages 3%
Changed employee health 9%
and wellness benefit programs 5%
2%
Reduced wages by more than 15% 2%
2%
Reduced wages 15% or less 3% December 2020 (n=44)**
0% June 2020 (n=150)
Moved to a four-day work week and cut wages accordingly 3%
43%
Reduced Workforce NET 43% Base: Employed in HR, excluding consultants (n=44)**
34% **Very small base size, interpret with extreme caution.
Government Support NET 27% P7. Which of the following actions did your organization
5% take to control labour costs in response to the economic
Reduced Wages NET 5% downturn from the pandemic?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 20Planned Future Actions to
20%
Requiring employees to use their vacation time 23% Control Labour Costs
16%
Using provincial government programs or benefits 11%
11%
Compared to June 2020, Saskatchewan
Accessing* the Canada Emergency Wage Subsidy 13% organizations are less likely to plan to
7% reduce their workforce. More specifically,
Temporary layoffs 20%
7% they are less likely to be considering
Salary freeze 9% temporary layoffs, hiring freezes, and
5%
Offering early retirement or severance packages 9% permanent terminations.
5%
Reduced hours 9%
2%
Hiring freeze 19%
2%
Permanent terminations 15%
2%
Accessing* the federal work share program 4%
0%
Reduce wages by more than 15% 1% December 2020 (n=44)**
0% June 2020 (n=150)
Reduce wages 15% or less 1%
0%
Moving to a four-day work week and cut wages accordingly 3% *Dec 2020 change from ‘applying for’ to ’accessing’ .
0% Base: Employed in HR, excluding consultants (n=150)
Changing employee health and wellness benefit programs 5% **Very small base size, interpret with extreme caution.
7% P8. Which of the following actions does your organization
Reduced Workforce NET 24% plan to take in the next three to six months to control
18% labour costs in response to the economic downturn from
Government Support NET 21% the pandemic?
0% *Dec 2020 question wording change from ‘economic
Reduced Wages NET 1% downturn from the pandemic’ to ‘economic environment’
Statistically significantly higher than all other group(s). Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than all other group(s). Statistically significantly lower than previous year. 21Impact on HR Initiatives,
Policies, and Employee
Learning
SPRING 2021 22Expected Change to the 2021 HR
Operations Budget:
Key Insights
Among Saskatchewan organizations, there is more uncertainty
about future human resources operations budgets, with 3-in-10
organizations being unsure about the change in budget for the
next year (up significantly from 6% in December 2019).
One-quarter (25%) of Saskatchewan organizations expect to
see an increase, down significantly since last December (48%).
SPRING 2021 23Expected Change to the 2021 HR Operations Budget
Don’t Stayed Decrease Increase
Know Same
30% 38% 8% 3 3 3 Dec 2020 (n=40)** 5% 8% 13% 25%
6% 28% 18% 10% 6%1 Dec 2019 (n=67)* 4% 16% 27% 48%
10% 25% 20% 12% 5% 3 Dec 2018 (n=102) 5% 21% 21% 46%
Minor decrease -0.5% to -2% Moderate decrease -2% to -7% Significant decrease -7% Significant increase +7% Moderate increase +2% to 7% Minor increase +0.5% to 2%
Base: Employed in HR function, excluding consultants
*Small base size, interpret with caution; **Very small base size, interpret with extreme caution.
D5. Which one of the following options most closely matches how you expect your HR operations budget to change within the next budget year?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 24Yes, and we 93%
did prior to the
pandemic 89%
93% Short-Term Paid Sick Leave
Yes, and we 89%
Yes Over 9-in-10 Saskatchewan organizations offered paid short-
adopted paid 0%
sick leave term sick leave prior to the pandemic.
during the 0% .
pandemic
Under 0%
consideration
2%
No, we do not 7%
offer paid sick
leave 9%
December 2020 (n=44)**
Base: Employed in HR, excluding consultants June 2020 (n=150)
**Very small base size, interpret with extreme caution.
P9. Does your organization offer paid short-term sick leave?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 25Implemented or Planned Remote work policies
66%
56%
Changes to Policies in
48%
Response to the Pandemic Health & safety policies
46%
Consistent with June 2020, 48%
Flexible work policies
43%
three-quarters of Saskatchewan
organizations have implemented or 32%
Business travel policies
plan to implement changes to one or 41%
more policies in response to the 32% 75%
pandemic over the next 3 months. Sick leave policies
25% 76%
This includes two-thirds who plan to 18% Implemented
Technology use policies or Plan to Implement
implement policies related to remote 31%
Any Changes
work, and close to half who plan to 18%
Vacation policies
implement health and safety and 16%
flexible work policies. 14%
Social Media policies
5%
0%
December 2020 (n=44)** Other
1%
June 2020 (n=150)
0%
Base: Employed in HR, excluding consultants Don’t know
12%
**Very small base size, interpret with extreme caution.
P10. Did your organization implement changes to the 25%
following policies, or does it plan to do so in the next three None of the above
months in response to the pandemic? 12%
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 26No change to the performance
management program 73%
Not conducting formal reviews and
instead managers asked to have
conversations about how organization 7% Approach to Performance Management
can support employees in their work
11% Close to three-quarters of Saskatchewan organizations have not
Not conducting formal reviews and
Not Conducting
instead managers are being asked to
5% made changes to their performance management programs this
have more frequent performance
check-ins year.
Conducting formal reviews, but there Just over 1-in-10 are not conducting formal reviews this year.
will be no merit increases or pay-for- 5%
performance payments this year
We don’t have a performance
management program 2%
Other 5%
Don’t know 5%
Base: Employed in HR, excluding consultants (n=44)**
**Very small base size, interpret with extreme caution.
P26. Which of the following best describes the approach your organization has taken towards
performance management this year?
SPRING 2021 27Annual formal performance review 53%
Semi-annual formal performance
28%
Established Performance Management reviews
84%
Program Formal
Quarterly formal performance reviews 3%
Among Saskatchewan organizations that had no change to
their performance management program this year, more Monthly formal performance review
meetings (formal monthly meetings to
than 4-in-5 Saskatchewan organizations have a formal discuss performance/provide coaching 0%
performance review process, with just over half having annual within formalized review framework)
performance reviews. Informal ongoing performance
management coaching/regular 13%
coaching conversations
Employee-driven goal setting meetings 0%
Other 0%
Don't know 3%
Base: Employed in HR, excluding consultants (n=32)**
**Very small base size, interpret with extreme caution.
P26a. Which of the following best describes your organization’s established performance
management program?
SPRING 2021 28% Yes
TypicalTypical
Typical Yearly Salary Increase
Cost of living salary increase 63%
Saskatchewan organizations are less likely to give their typical
Merit based salary increase 66% salary increases this year.
Just under two-thirds typically give cost of living salary
One-time performance-based increases and one-third typically give merit based increases.
53%
bonus However, only half plan to give merit based increases and just
over one-third plan to give cost of living salary increases this
Planning totoGive
year.
Planning Give
Cost of living salary increase 36%
Merit based salary increase 50%
Base: Employed in HR, excluding consultants (n varies)
One-time performance-based 23%
**Very small base size, interpret with extreme caution.
bonus P27. In a typical year, does your organization consider giving the following…
P27a. Is your organization planning to give the following this year?
SPRING 2021 29Professional Development Funds
Allocation
Professional Development Funds
A maximum dollar
53% Allocation
amount
More than half of Saskatchewan organizations have a maximum
dollar amount when allocating funds for employee driven
Employee driven professional development.
professional
12%
development
is not a current benefit
A percentage of
an employee’s base 5%
salary
Don’t know 30%
Base: Employed in HR function, excluding consultants (December 2020 n=43)**
**Very small base size, interpret with extreme caution.
D16. How does your organization allocate funds for employee driven professional development?
SPRING 2021 30Returning to Normal
Operations
SPRING 2021 31Not Implementing Implementing
0% Requiring personal protective equipment when physical distancing is not possible 100% 100%
Status of Employee
0% Limiting face-to-face meetings 100% 100%
Workplace Safety Measures
The vast majority of Saskatchewan
0% Ensuring cleanliness of work surfaces 100% 100%
organizations either already have, or are in
0% Signage in and around the workplace 100% 100% the process of getting, all workplace safety
3% Additional hand-washing and/or hand sanitizing stations 97% 97% measures implemented. Safety measures
0% Providing personal protective equipment 97% 97%
already in place for at least 9-in-10 include:
0% Establishing workplace hygiene guidelines 95% 95% • Requiring PPE;
5% Visitor worksite access policies 89% 95% • Limiting face-to-face meetings;
6% Limiting in province business travel 92% 92% • Ensuring work surface cleanliness;
3% Limiting inter-provincial business travel 91% 91% • Signage in/around the workplace;
5% Visitor check-in/checkout procedures 89% 89% • Additional hand-washing/sanitizing
3% Spacing out employees’ workstations 83% 86%
stations;
9% Worksite access screening questionnaire/procedure 80% 83%
• Providing PPE;
11% Installing physical barriers 71% 80% • Establishing workplace hygiene
guidelines;
8% Contact tracing solutions 65% 78%
• Limiting in province business travel; and,
6% COVID-19 related occupational health and safety training for all workers 63% 77%
• Limiting inter-provincial business travel.
17% Floor markings/direction arrows 69% 74%
Base: Employed in HR, excluding consultants & N/A (n varies)
In place Implementing Under consideration **Very small base size, interpret with extreme caution.
P4. Please indicate the status of the following measures to
ensure employees' safety while at the workplace.
SPRING 2021 32Forward Looking Priorities
and Challenges
SPRING 2021 33Forward Looking Priorities and
Challenges:
Key Insights
The top HR priorities for 2021 are safeguarding the health
and safety of employees (49%) and improving employee
engagement (47%).
In the next 12 months, employee engagement is the top human
capital challenge (58%), followed by managing employees
concerns and fears over COVID-19 (47%) and managing a more
remote workforce (40%).
However, leadership capacity emerges as the top human capital
challenge in the next 3-5 years (51%), followed by employee
engagement (44%).
SPRING 2021 34Top HR Priorities
Safeguarding the health and Managing compensation 16%
safety of employees 49% and benefits costs
Improving employee engagement 47% Implementing a change to the HRIS 16%
Improving ability to attract & retain Improving the analytics 16%
employees with the right skills 33% capability of the HR team
Evaluating workplace 9%
Transforming organizational culture 33% investigation processes
Succession planning for senior Improving psychological
28% 7%
managers & executive leadership safety at work
Improving professional Concluding collective bargaining
development & training programs 28% 5%
agreements with labour partners
Improving employee
28% Managing corporate downsizing 5%
resilience to change
Improving employee
mental health supports 28% Hiring at the executive level 2%
Improving inclusion and diversity
within the organization 23% Other 5%
Maintaining productivity
of the remote workforce 23% Don’t know 5%
Base: Employed in HR function, excluding consultants (December 2020 n=43)**
*NOTE: Slight word changes and new attributes added December 2020
**Very small base size, interpret with extreme caution.
D19. Looking at your own organization from a human resources perspective, what are your top five objectives and priorities for 2021? Please select up to five.*
SPRING 2021 35Top Human Capital Challenges in Next Year
Employee engagement 58% Increasing diversity of the workforce 16%
Managing employees concerns and Capacity to innovate
fears over COVID-19* 47% 14%
Managing a more remote workforce* 40% Structural change 14%
Staffing level uncertainty due to self- Productivity improvement
35% 9%
isolation requirements*
Changing nature of work and the Labour cost containment
30% 9%
workplace
Complying with public health Changing demographics of the
guidelines/keeping updated info.* 28% workforce 9%
Leadership capacity 26% Sustainability 7%
Recruitment during a pandemic* 19% Skills shortages 5%
Capacity to respond to rapid change 19% Geopolitical threats 0%
Workforce adjustment 19% Other* 2%
Changes to legislation/regulations 19% Don’t know* 5%
governing the workplace
Base: Employed in HR function, excluding consultants (December 2020 n=43)**
*NOTE: Slight word changes and new attributes added December 2020
**Very small base size, interpret with extreme caution.
D20. In your opinion, what are the top five human capital challenges facing your organization in the next 12 months? Please select up to five.*
Statistically significantly higher than all other regions.
SPRING 2021 Statistically significantly lower than all other regions. 36Top Human Capital Challenges in Next 3-5 Years
Leadership capacity 51%
Employee engagement 44%
Capacity to respond to rapid change 33%
Changing nature of work and the workplace 33% The top 5 human capital
Changing demographics of the workforce 33% challenges have remained
Capacity to innovate 33% relatively consistent since last
year. In December 2019, the top
Increasing diversity of the workforce 28%
5 challenges were:
Managing a more remote workforce* 23%
Sustainability 21% 1. Leadership capacity
Productivity improvement 16% 2. Employee engagement
Changes to legislation/regulations governing the workplace 16% 3. Capacity to innovate
Structural change 14% 4. Capacity to respond to rapid
change
Workforce adjustment 14%
5. Changing nature of
Labour cost containment 9% work/workplace
Skills shortages 5%
Geopolitical threats 2%
Don’t know 9%
Base: Employed in HR function, excluding consultants (December 2020 n=43)**
*Slight word changes and new attributes added December 2020
**Very small base size, interpret with extreme caution.
D21. In your opinion, what are the top five human capital challenges facing your organization in the next 3 to 5 years? Please select up to 5.*
Statistically significantly higher than all other regions.
SPRING 2021 Statistically significantly lower than all other regions. 37Talent Retention and Labour
Market Statistics
SPRING 2021 38Vacancies and Turnover:
Key Insights
The length of time required to fill vacancies by role has
remained relatively consistent with the December 2019 survey
wave.
All administrative/support staff roles have taken less than 3
months to fill, while at least 9-in-10 tradespersons and technical
staff vacancies have taken less than 3 months to fill.
The average voluntary turnover rate stands at 7.2% (compared
to 11.1% in December 2019).
SPRING 2021 39Length of Time to Fill Vacancies By Role
Rate of Turnover Voluntary
Mean Median
December 2020
(n=25)**
8% 24% 40% 28% 7.2 5.0
December 2019
3 3 11% 22% 22% 41% 11.1 8.0
(n=37)**
50+ 40-49 30-39 20-29 10-19 5-9 0-4
Base: Employed in HR function, excluding consultants
**Very small base size, interpret with extreme caution.
D3. What is the rate for the following types of turnover at your organization (number of permanent employees leaving as a percentage of total employment complement) in the past year?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 41Worried About Recruiting
Not Not
Don’t
Worried Worried
Don’t and Retaining Talent over
Know Know
(Not at all/Very) Ability to Recruit Ability to Retain (Not at all/Very) Next 6 Months
More than 2-in-5 Saskatchewan
organizations are worried about the ability
December 2020 to recruit talent in the next 6 months, while
0% 56% 44% 2% 2% 37% 61% 2%
(n=41)** more than one-third are worried about
retaining qualified employees.
Somewhat worried Significantly worried Significantly worried Somewhat worried
Base: Employed in HR, excluding consultants
**Very small base size, interpret with extreme caution.
C17. Over the next six months, how worried is your
organization about the following…
Statistically significantly higher than all other comparison groups.
SPRING 2021 Statistically significantly lower than all other comparison groups. 42December 2020 (n=42)**
Expected Change in Employment December 2019 (n=63)*
in the Next 6 Months December 2018 (n=96)*
17%
Increase by more than 5% 13% Increase
18% 40%
24% 32%
Increase by less than 5% 19% 41%
23% 4-in-10 Saskatchewan
33% organizations anticipate an
Stay the same 43% increase in the number of
44%
employees in the next 6
14% months, while just under 2-in-10
Decrease by less than 5% 13% Decrease expect a decrease.
9% 19%
5% 17%
Decrease by more than 5% 5% 9%
0%
7%
Don’t know 8%
6%
Base: Expected employee change, exclude not applicable
*Small base size, interpret with caution; **Very small base size, interpret with extreme caution.
C13. Over the next six months, how you do expect the total number of employees to change for any reason?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 43Dec 2020 (n=35)**
Ratio of HR to Other Employees Dec 2019 (n=52)*
Dec 2018 (n=69)*
23%
NET: 1:200+ 13% Saskatchewan organizations have an average of
160 employees for each HR staff member.
11%
14% Mean
NET: 1:100 toMental Health SPRING 2021 45
Concern About Mental
Health Very concerned 55%
93%
Mental health is a major concern for Concerned
Saskatchewan organizations. More
than 9-in-10 Saskatchewan Somewhat concerned 39%
organizations are worried about the
health and wellbeing of their
employees, with more than half
being very worried.
Not very concerned 2%
2%
Not Concerned
Not at all concerned 0%
Base: Employed in HR, excluding consultants (n=44)**
Don’t know 5%
**Very small base size, interpret with extreme caution.
P24. How concerned is your organization’s leadership
about the mental health and wellbeing of your employees?
SPRING 2021 46
46Reminded employees of Employee Assistance
Actions Taken to Program(s) 82%
Support Mental Health Reminded employees about a pre-existing internal
program to support employee mental health 61%
Reminded employees of government funded services
and supports 48%
Almost all Saskatchewan Offered seminars related to wellness topics 39%
organizations have taken actions to
support the mental health of Regular direct check-ins with employees led by HR 36%
employees. Offered training or seminars to employees specifically to
support mental health 25%
More than 4-in-5 have reminded Rolled out an internal program to support employee
mental health 23%
employees of Employee Assistance
Program(s), while 3-in-5 have Offered training to managers specifically to equip them
to support employee mental health 20%
reminded employees about a pre- Upgraded Employee Assistance Program(s) to provide
existing internal program to support more mental health related supports 18%
employee mental health, and close Added new health benefits specifically to better support
mental health 14%
to half reminded employees about
government funded services and Expanded Employee Assistance Program(s) eligibility to
include employees that were not covered before 9%
supports.
Increased health benefits coverage 9%
Other 5%
Base: Employed in HR, excluding consultants (n=44)** None of the above 2%
**Very small base size, interpret with extreme caution.
P25. Which of the following best describe actions taken by Don’t know
your organization in the last six months to support the 2%
mental health of employees?
SPRING 2021 47
47Respondent Profile SPRING 2021 48
Mean Median
Small
24%
22% Organization SizeEntire Organization Size
35%
Consistent with last survey wave, just 1,000 employees or more
over 2-in-5 Saskatchewan HR
37% 41%
employees work for organizations with 43%
500 or more employees across the 500 or more employees, but less 6% 500 or more
entire organization. than 1,000 employees 6%
100 or more employees, but less 37%
than 500 employees 36%
22%
Less than 100 employees
21%
December 2020 (n=49)**
June 2020 (n=163) 0%
Don’t know
Base: Employed in HR, excluding consultantsOrganization Sector
16% 2%
Retail and 14% Hospitality and food 6%
wholesale trade 13% services 5%
11% 8%
14% 2%
Education services 12% Mining 4%
17% 3%
14% 5%
12% 2%
Finance and insurance 16% Information and 2%
16% cultural industries 2%
14% 5%
12% 2%
Public administration 16% Arts and entertainment 2%
and government 15% 2%
13% 3%
10% 0%
Healthcare and social 11% Transportation and 5%
assistance 7% warehousing 5%
13% 3%
10% 0%
Construction 5% Utilities 4%
6% 3%
7% 3%
4% 0%
Professional, scientific, 8% Oil and gas 2%
and technical services 9% 5%
13% 4%
4% 0% December 2020 (n=49)**
Agriculture and forestry 8% Real estate, rental and 1% June 2020 (n=166)
7% leasing 1%
8% 2% December 2019 (n=88)*
4% 14% December 2018 (n=133)
Manufacturing 6% Other services 10%
6% 14%
11% 9%
Base: Employed in HR function. *Small base size, interpret with caution; **Very small base size, interpret with extreme caution.
C3. What sector does your organization operate in? If you are a consultant to multiple firms, please select all of the applicable areas.
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 51Type of Organization
20%
Not-for-profit 15%
19%
19%
16%
Co-operative 0% 15%
n/a
12%
Crown Corporation or Government Agency 16%
14%
14%
8%
Academic institution 6%
11%
9%
Federal, provincial or municipal government 4%
10%
department 12%
13%
4%
Business – publicly traded** n/a 7%
n/a
Canadian subsidiary of an internationally 4%
1%
headquartered company 2%
2% December 2020 (n=49)**
27% June 2020 (n=166)
Business – privately owned* n/a 25%
n/a December 2019 (n=83)*
0% December 2018 (n=122)
Union 1%
4%
1%
0%
Self-employed/Proprietor 1%
0%
n/a
Base: Employed in HR function *Small base size, interpret with caution;
**Very small base size, interpret with extreme caution.
*Summer 2020 wording change from ‘private firm’ to ‘privately owned’ and from ‘publicly traded firm’ to ‘publicly traded’
C3a. My organization is a...
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 5225%
Manager/Supervisor 21%
20%
16%
18%
HR Generalist 16%
14%
22%
HR Business Partner/ 17%
10%
Senior HR Business Partner 13%
19%
Organization Role Consultant
8%
11%
6%
10%
5%
Specialist 12%
15%
5%
5%
Coordinator/Administrator 4%
2%
4%
5%
SVP/C-level 3%
5%
1%
3%
Director/AVP 15%
16%
11%
3%
VP 4%
1% December 2020 (n=65)*
7%
2% June 2020 (n=182)
Non-HR function 0% December 2019 (n=93)*
4%
1% December 2018 (n=135)
0%
HR Instructor 0%
1%
1%
Base: All respondents
*Small base size, interpret with caution. C1. 5%
3%
Which option best describes your role in Other 1%
your organization? 3%
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 53Union Status
43%
48%
NET: Any Unionization 50%
51%
57%
Does not have any unionized 52%
employee units/locations/environments 50%
49%
33%
Has at least one unionized employee 27%
unit/location/environment 27%
28%
10% December 2020 (n=49)**
21% June 2020 (n=164)
Is fully unionized 23% December 2019 (n=88)*
23% December 2018 (n=133)
Base: Employed in HR function
*Small base size, interpret with caution; **Very small base size, interpret with extreme caution.
C3b. Which of the following best describes your organization?
Statistically significantly higher than previous year.
SPRING 2021 Statistically significantly lower than previous year. 54Contact Information SPRING 2021 55
For media inquiries, contact: For inquiries regarding the For inquiries regarding the methodology
survey and analysis, contact: and survey tool, contact:
Marketing & Communications Nicole Norton Scott, CPHR Cayla Albrecht
Phone: 403.209.2420, ext. 114 Executive Director & Registrar Research Manager, Insights West
Email: info@cphrab.ca Chartered Professionals in Phone: 778-789-8336
Human Resources of Saskatchewan Email: caylaalbrecht@insightswest.com
Phone: 306.242.2747
Email: nnortonscott@cphrsk.ca
SPRING 2021 56About the Organization
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.
SPRING 2021 57You can also read
