2015 Talent Research Report

 

With the proliferation of young emerging talent searching for employment, combined with business growth opportunities in the electrical industry and an aging workforce, it’s imperative for companies to begin examining hiring and retention trends and opportunities – particularly those geared towards millenials in Canada. At the EFC Conference – Being relevant in this Transformational Age last week in Banff we were presented a research report: The Talent Gap: Understanding the Millenial Mindset. The purpose of this report is to provide the Canadian electrical industry with a playbook of recommended strategies to adapt to 21st-century employment and retention needs.

 « It is clear that the dynamics and demographics of the Canadian workforce are changing. Many predict that within the next few years, over 50% of our work force will be comprised of millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada, including the electrical industry», according to Rob Henderson, President and CEO, yconic. Together with support from the industry committee and yconic, EFC led the development, deployment and analysis of two online surveys. The recommendations below are based on the findings presented in their report. The following are key recommendations that the industry and members alike might consider adopting to create awin-win talent acquisition strategy.

Recommendations for the Canadian Electrical Industry

1. Establish an industry-wide social media strategy (Twitter, Instagram, Linkedin) with support from millennial employees; after all, they are the best advocates to reach other talented youth.

2. Promote that the Canadian electrical industry as one that is cutting-edge, environmentally-friendly, solutions based and progressive. It’s important to determine what the industry will communicate – for instance, the message needs to prove why the industry is cutting-edge.

Ensure the industry is using good examples and not just hypothetical claims. This promotion must be outwardly communicated to students, general public, government, key stakeholders—as well as to members at all levels within businesses. Some examples of this promotion might include: social media campaigns, video productions, brochures, press releases, advertising. EFC and its members will be required to make some investments in moving these initiatives forward.

3. Work closely with other affiliated groups within our industry (utilities, engineers, architects) to jointly communicate the advantages of working in the electrical industry— promoting that there are a myriad of opportunities—in manufacturing, distribution, and beyond.

4. Develop an outreach strategy to reach youth before they begin post-secondary education. Promote the wide range of jobs that are offered in our industry, including sales/marketing, customer support and technical positions—and emphasize that these jobs are full-time and offer competitive benefits, and growth opportunities.

5. Leverage the professional impact (challenge) and personal impact (growth) that the industry offers. Remember, young people want to align with organizations that allow for personal growth and challenging day-to-day experiences—therefore, ensure the opportunities are positioned as such.

6. Develop mentoring strategies and practices for millennial employees that HR professionals can leverage in their hiring and retention practices (e.g. reverse mentorship programs, regular mentorship programs, onthe- job training, professional development and additional education opportunities).

7. Actively promote EFC’s training programs—particularly those that young members can take advantage of to learn industry basics (e.g. EPEC—promote this program’s availability in both English and French).

8. Create an “Emerging Talent” Committee at EFC, allowing millennials who are currently working in our industry, to network with other young employees. Also, offer industry youth special programs/sessions at EFC events (annual conference, Future Forum) and discounted rates at these and other events—providing them with an opportunity to learn relevant industry strategies and network with business leaders.

9. Consider measures to further develop EFC’s scholarshipprogram to attract more millennials (including those who are not related to an industry member). Consider the implementation of referral programs and other incentives for millennials that are tied to the scholarship program.

Possibly include job opportunities with the scholarship award to recipients. Allow EFC’s “Emerging Talent” Committee to support this program—enabling cross promotion among millennials.

10. Explore how to bring more women into the industry— and how we might promote this at the school level.