Leveraging Upskilling to Build a Workforce of the Future

Talk to any group of Canadian employers, large or small, and you’re likely to hear the same lament: We simply cannot find enough reliable, skilled workers. 

It was difficult before the pandemic. For many, it’s even more challenging now. 

And it’s costing us as a country. Skills vacancies represent $25 billion in unrealized economic value each year, according to the Conference Board of Canada.

What’s standing in our way?

Understanding Canada’s Skills Problem

Canada is a leading economy. We have an enviable system of higher education and training. We are an attractive destination for international students and skilled immigrants. We seem to have everything we need to thrive.

But there’s a disconnect. Across our country, employers are struggling to find the right workers with the right skills at the right time, especially in new and emerging industries. 

We don’t have a skills problem exactly. And we don’t have a talent problem. We have a matching problem. Canada needs to do a better job of ensuring that workers are able to upgrade and fine-tune their skills to keep pace with what employers are seeking. And we need to do better – much better – at matching up skilled employees with fast-growing companies.

That’s the mission of Upskill Canada, our country’s new national talent platform. 

The Importance of Upskilling

Upskill Canada consults with employers to determine the precise set of skills that they require from potential workers. We then enlist community delivery partners to provide appropriate and focused upskilling programs at a local and national level. In essence, we’re a matchmaker for thousands of workers and businesses, helping to connect need with ability.

Upskill Canada is supported by a three-year, $250 million investment from the federal government. Late last year, we announced our inaugural cohort – 3,500 Canadians who will receive industry-guided training in high-demand sectors such as biomanufacturing, digital technology, and cybersecurity. Many thousands more will soon join them.

Three key features distinguish our unique approach to upskilling:

1. We measure success not by the number of people who are trained, but by the number who are hired by Canadian employers. It is not enough to support programs that produce trained graduates. The last step is the only one that truly matters. Our focus is on ensuring that upskilled workers find meaningful employment in fields like advanced manufacturing, clean technology, and agricultural technology. That’s the only way to begin to close the skills gap and recapture some of that $25 billion in unrealized economic value.
   
   
2. We collaborate closely with businesses – especially SMEs – to ensure that workers are getting the right training at the right time. Upskilling loses its purpose if it fails to consider the urgent and specific needs of the companies that are searching for workers. By heeding the guidance and direction of those eager to hire, we can better ensure a perfect match between upskilled workers and fast-growing companies.
   
   
3. We focus on mid-career workers – those who’ve already spent time in the workforce. These are people with a range of experience and familiarity with the demands of the workplace, which reduces risks for employers. At the same time, these workers stand to gain personally, professionally, and perhaps even financially from enhancing their existing abilities with new skills that appeal to modern employers. 

Everybody recognizes the importance of creating new career pathways for Canadians and better positioning Canadian companies to compete both domestically and internationally. Until now, there has been no pan-Canadian attempt to accomplish this task at scale.

Through Upskill Canada, more employers will find the talent they need to compete in the domestic and global marketplaces – and more workers will be able to rapidly transition to new roles in high-demand sectors.