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The class of 2023 feels unprepared, but their skills are in demand, study shows

After spending a large portion of their academic journey learning remotely, the class of 2023 feels largely unprepared to enter a rapidly changing work force, according to a new survey. But research suggests graduates may be in better shape than they realize.

While there are economic forces to contend with such as inflation and a high cost of living, the job market for new graduates remains relatively strong. Despite missing out on some traditional work experiences during the pandemic, many bring distinct skills and experiences that are valued by employers.

According to a yet-to-be-published survey by TalentEgg, a career resource provider dedicated to Canadian students and recent graduates, 77 per cent of new graduates are worried about inflation and 54 per cent fear a looming recession.

“They’re also feeling somewhat unprepared for the workplace, which doesn’t surprise me,” says TalentEgg chief executive officer CEO Mary Barroll. “After three isolating years of working and studying remotely, students and grads have had less opportunity to have experiences in the workplace that [aren’t] remote.”

According to the survey, 80 per cent of new graduates felt they needed additional training to enter the work force; 89 per cent believe they need better presentation and communication skills and 73 per cent feel they need more conflict resolution training.

Despite valid concerns over a worsening economy and a lack of in-person work experience, Ms. Barroll says entry-level workers remain in high demand in most sectors of the economy.

“We’re seen a big increase in employers wanting to work with us recently, which means they have more jobs that they’re trying to fill,” she says. “Across the board most of our employer clients – and they are typically big enterprise clients who are looking to build a pipeline of young talent – are actively hiring students and grads.”

Furthermore, Ms. Barroll suggests that though the pandemic weakened some of their social skills it also equipped new graduates with other employable traits.

“Students would be well advised to remember how resilient and adaptable they’ve proven themselves to be,” she says. “They can use those lessons in resilience and adaptability to navigate a changing world, and they should take pride in the fact that they’ve done so well under such difficult circumstances.”

According to a recent survey of employers by Brainstorm Strategy Group, adaptability and resilience rank fifth on employers list of the skills they most want to see in student and recent graduate job candidates. The most desired trait by employers of entry-level staff is communication skills.

Brainstorm’s president Graham Donald says employers often complain of a lack of work force preparedness among entry-level workers, but suggests the problem might be more pronounced among the graduating class of 2023.

“Employers and the school advisory members are saying the same thing; that because of the pandemic students are pretty good at working virtually, but they are really not well equipped to come into the workplace,” he says.

Mr. Donald says students typically graduate with some in-person work experience, either from summer jobs, co-op placements or part time work, but says it’s become harder for employers to find entry-level staff who are comfortable navigating an office environment. He advises recent graduates to be present in the office, suggesting that in-person connections are particularly important to this cohort.

“If the opportunity is there, go as much as you can,” he says. “That’s how [career] opportunities open up, because people don’t build the same relationships virtually, there’s just no comparison.”

Mr. Donald says networking is especially hard for young people, as they have less of a network to build on. He suggests starting by reaching out to fellow alumni to request a few minutes of their time.

“If you call a graduate from your program, they will most certainly say they will be happy to talk to you,” he says. “Never ask them if they have a job for you; ask them about their career, how they got there and about their career path.”

Developing those communication, networking, and other soft skills, according to new research from LinkedIn, may even prove more valuable to graduates than their actual degree.

“Your educational institution, and your degree, while important, is no longer something that directly places you in front of an employer,” says Riva Gold, the senior news editor of LinkedIn Canada. “Increasingly employers are looking beyond your degree to your skills, and that means they’re also looking to widen their candidate pool.”

According to Ms. Gold recent graduates can pursue opportunities in most industries regardless of their educational background, so long as they can demonstrate the necessary skills.

“You need to be adaptable, and forward looking, and nimble, and ready to pivot, rather than investing in a specific career ladder, just because of what you studied,” she says. “A learning mindset has always been important for career starters, but as the specific skills needed to do particular jobs change really rapidly, employers are increasingly focusing not just on the technical skill set you have at the moment, but your demonstrated ability to learn and apply new skills to get results.”

JARED LINDZON
SPECIAL TO THE GLOBE AND MAIL


Be sure to check out all the TalentEgg editorials dedicated to student and new grad recruitment and success today! 

Exclusive Insights: 2023 #TEAwards Survey

During our 2023 TalentEgg Virtual National Recruitment Excellence Awards & Conference, we conducted several live surveys – to try and gather insights relating to the workplace and recruitment trends. We surveyed over 90 attendees consisting of recruiters, career coaches and educators. Here are the trends we discovered and the insights you should note.

IMPORTANCE OF MENTAL HEALTH INITIATIVES IN THE WORKPLACE

In today’s world, the significance of mental health in the workplace cannot be overstated. When we asked attendees if their leadership could benefit from additional training in supporting employee mental health and wellness, an overwhelming 100% responded with a resounding “yes.”

This statistic shows that mental health initiatives are in high demand amongst working professionals and that employers, schools and career centers want to continue to grow their mental health initiatives and create a safe and welcoming environment for all students, new grads and working professionals. That’s why we created our new Mental Health & Psychological Safety In The Workplace Master Certificate Program on our TalentEgg eLearning Academy site. With these courses designed for managers and team leaders, you can build a psychologically safe workplace where employee mental health is a high priority.

This 10-course Master Certificate Program, developed by leading psychologists and mental health professionals, explores the many facets of workplace mental health. Clinicians will guide managers, leaders, and HR representatives on best practices and strategies for fostering psychological safety and well-being at work. The interactive modules explain the many aspects of workplace mental health, and clinicians provide clear guidance on optimally addressing these delicate and complex issues in a work setting.

Move your organization forward and build the foundation for a psychologically safe workplace where mental health and wellness are a core value and a lived experience for your employees.

EMPOWERING DIVERSITY, EQUITY AND INCLUSION IN THE WORKPLACE

Researching companies’ diversity, equity, and inclusion policies and initiatives before applying has become routine for students, recent graduates, and working professionals. That’s why it is essential for employers to invest in DEI initiatives like DEI training. We asked attendees, “Do you think more DEI training should be offered in your workplace?” 100% of the respondents said yes. 

This stat shows that there is an increasing demand for DEI training. That’s why we at TalentEgg have released our Diversity, Sensitivity, and Inclusion: Promoting Anti-Discrimination and Equity in the Workplace course on the TalentEgg eLearning Academy website.

We understand the importance of placing your brand at the forefront of all your endeavours. With this in mind, the TalentEgg eLearning Academy offers a white-label custom-branded version designed to seamlessly integrate into your existing onboarding training, reflecting your unique employer brand identity. Our comprehensive offering allows complete customization and branding of the courseware, ensuring a cohesive and tailored learning experience for your employees, putting your brand front and centre.

Once you invest in DEI initiatives, amplifying them is vital. That’s why we asked the question, “Do you think targeted DEI Eblasts sent to DEI student clubs and associations would support your diversity recruitment?” 93% of respondents said that DEI eblasts would support their diversity recruitment.

This statistic is the reason why we are rolling out our DEI Eblasts. Our specialized TalentEgg DEI Eblasts offer an even more focused approach to reaching the precise target audience of diverse young talent. By utilizing our extensive database comprising over 1000+ DEI clubs and student associations from 30+ universities and colleges across Canada, our exclusive and one-of-a-kind TalentEgg DEI Eblasts, allow your organization to strategically target specific equity-seeking or underrepresented groups, including 2SLGBTQ+, BIPOC groups, marginalized communities, women-led organizations, and disability-focused organizations. This focused approach ensures that your DEI messaging reaches the intended audience precisely and maximizes your promotional efforts’ impact while helping you accelerate your diversity hiring efforts! Inquire here to learn more.

SOFT SKILLS ARE CRITICAL SKILLS; DOES YOUR YOUNG TALENT HAVE THEM?

Our 2023 Guide to Recruitment highlights how imperative soft skills are for the career success of students and new graduates. When attendees were asked, “Do you think Soft Skills are critical for young talents in the workplace?” 100% of respondents agreed. When we asked them if they believed their company should invest in Soft Skills Training, 100% of the respondents also answered “yes.” 

The urgency to equip students and new grads with the necessary soft skills for the workplace is apparent. It is essential to take immediate action to secure career success for your young talent. That’s why we have continued to grow our TalentEgg eLearning Academy.

TalentEgg’s eLearning Academy offers courses that teach introductory workplace soft skills for students and new grads making the school-to-work transition to enter their first internships, coops or full-time jobs, and intermediate soft skills to help young working professionals thrive on the job and advance in their careers. With an investment in soft skills, you will gain better-prepared, more effective and confident employees while increasing employee engagement and reducing turnovers. It’s a win-win for both your young talent and your company. There is no better time to invest in your talent’s soft skills. Contact us to get your custom-branded version of the TalentEgg eLearning Academy soft skills courses to fit seamlessly into your other onboarding and professional development courseware to help your new hires and existing employees be the best career professionals they can be.

From our extensive experience working with employers, students, and recent grads, we learned there is frequently a skills gap in students leaving school to enter the workforce successfully. We help employers address this gap through two specialized TalentEgg Academy eLearning Programs: Backpack to Briefcase: Introduction to Workplace Soft Skills and Briefcase to Boardroom: Intermediate Soft Skills to Advance Careers.

VIRTUAL METHODS OF ENGAGING YOUNG TALENT

 

In the modern recruitment era, online and digital methods are crucial to bringing on young talent. During our “Students & Grads’ Career Wishlist for 2023” panel, we asked industry professionals and recruiters their most effective virtual methods of engaging with students and young talent. The most common responses were “Virtual Career Events / Info Sessions” and “Social Media.” 

In 2023, we found that 19% of students went to no virtual career events this year, and 30% went to zero in-person career events. We identified one primary reason for their limited attendance at career events.  They expressed a lack of interest and knowledge in the career fairs and events that were available to them.

This fact shows that marketing is vital to the success of your event. So it’s crucial to promote your events and publish them on as many websites and social media platforms as possible for search engine optimization (SEO) purposes and to expand your reach to as many students and new grads as possible. If you are having trouble getting Gen Z to sign up for your events, you should utilize our Unlimited Event Postings, included as an essential element of our TalentEgg Annual Campaigns.

The other most effective way to engage with students and new grads is through social media. At TalentEgg, we have invested substantially in the past year to enhance our follower count, increase impressions, and drive engagement to new heights. Using TalentEgg’s social media channels, followed by students and grads actively looking for jobs, is a great way to build your followers among your target candidates and support your campus recruitment outreach.

TalentEgg also offers various social media services to our clients that aid in boosting engagement and reaching Gen Z talent. These services include TalentEgg Social Media Takeovers for Instagram, TikTok and LinkedIn, TalentEgg Shorts, TalentEgg Social Media Promotion, TalentEgg Social Media Ads, and more. Inquire here to learn more.

COVID-19 and the Workplace: Frequently Asked Questions

Originally posted on March 3rd, 2020 by  at Global HR Lawyers – In A Flash – Matthews Dinsdale

The following provides general guidance to employers in dealing with the potential impacts of COVID-19 on the workplace. All should appreciate that this is a fluid situation and we will continue to update our clients as matters change. For specific issues, please speak with your Mathews Dinsdale lawyer.

Where can employers get regular updates on COVID-19?

The Government of Canada’s Public Health Agency

Infection Prevention and Control Canada (ipac)

Is COVID-19 in Canada?

As of March 3, 2020, COVID-19 has been confirmed in three provinces: British Columbia, Ontario and Quebec.

While the Public Health Agency of Canada expects those numbers to increase, without sustained human-to-human transmission, most Canadian employees are not at significant risk of infection.

Can an employer restrict international travel?

As of March 3, 2020, the Government of Canada has posted travel health notices for non-essential travel to areas of China, Hong Kong, Iran, Japan, Northern Italy, Singapore and South Korea due to the outbreak of COVID-19.

Based on these advisories, employers should restrict business travel to these areas. Should employees travel to these regions for person reasons, they should be advised that their ability to return to the workplace will be assessed upon their return to Canada.

Can an employer stop employees who travelled in an area affected by COVID-19 from returning to work?

Depending on where they have travelled and the nature of the employer’s business, an employer may assess risks in the circumstances, and could restrict an employee from immediately returning to the workplace. For example, an employer who operates a senior’s community will have a dramatically different assessment than an employer operating a warehouse.

Prior to an employee returning to work, they should be asked to confirm that they have no symptoms of illness. Again, depending on the workplace and the risk associated with potential COVID-19 exposure, the employee may be asked to self-isolate even absent symptoms depending on where they have travelled.

Patients with confirmed COVID-19 infection have reportedly had mild to severe respiratory illness with symptoms of fever, cough, and shortness of breath. If the employee has these symptoms, they should seek medical attention and should not be permitted to return to work until they are confirmed by medical testing to either not be suffering from COVID-19 or that they no longer carry the virus.

If an employer holds an employee without symptoms out of work, is there a requirement to still compensate the employee?

This will depend on the circumstances, including where the employee has travelled from, the nature of the specific workplace, alternatives available (i.e. working from home) and any potential collective agreement requirements. While each situation will have to be assessed individually, there will be circumstances where holding an employee out of service, without pay, may be deemed reasonable.

What if an employee has COVID-19 and cannot work?

Where an employee contracts COVID-19 and is unable to work, an employer must grant any applicable legislative leave to the employee, in addition to meeting any sick leave obligations outlined in employment agreements or collective agreements.

What if employees refuse to work because they are afraid of contracting COVID-19 in the workplace?

Employers have a positive obligation to take reasonable care in the circumstances to protect the health and safety of employees under occupational health and safety legislation. Where an employee has a reasonable basis to believe that there is a dangerous condition in the workplace, or that their duties present a danger to their health and safety, the employee may be able to refuse to attend work or perform certain duties.

In the event of a work refusal, the employer must respond in accordance with occupational health and safety legislation, which response will include an investigation into the concerns and, if appropriate, adopting measures to eliminate or reduce the workplace danger. This investigation will, in large part, be based upon the current scientific understanding of COVID-19 and the specific facts in the individual workplace. No reprisal for properly exercising a health and safety right may occur.

Can an employer fire an employee if they contract COVID19?

No. Employers may not terminate an employee or otherwise discriminate against an employee due to physical disability (which includes certain illnesses) under human rights legislation.

What if an employer needs to replace sick employees on a temporary basis to operate?

An employer can hire employees on a temporary basis. An employer may also ask healthy employees to work additional hours, provided the employer is complying with legislative provisions regarding overtime and excessive hours of work.

The time to prepare for such a contingency is now: employers should be assessing how many employees they require to operate effectively and what will happen if a large number of employees are unable to attend work.

Can an employer force employees to work from home?

Whether or not an employer can direct all or a portion of its workforce to work from home will depend on the reasons for the request. For example, if there has been potential exposure to COVID-19 in the workplace, it may be reasonable to request certain employee self-isolate and work from home for at least a 14 day period.

Can an employer close their business due to COVID-19 outbreak?

An employer must ensure a safe working environment. Depending on the situation, it may be necessary to close a business location. An employer’s obligation for providing notice or pay in lieu of notice to employees will be governed by the specific facts of each case.

Do employers have to buy personal protective equipment for employees?

Employers have a duty to provide a safe working environment. If employees run the risk of becoming infected at work, the employer must provide personal protective equipment.

Previous Mathews Dinsdale articles on COVID-19

Workplace Pandemic Plans: What Employers Should Know

Novel Coronavirus: What Employers Need to Know

If you have any questions about this topic or would like assistance with developing and/or reviewing pandemic plans, please do not hesitate to contact a Mathews Dinsdale lawyer.

Workplace Pandemic Plans: What Employers Should Know

Originally posted on February 27, 2020 by  at Global HR Lawyers – In A Flash – Matthews Dinsdale

With COVID-19 appearing prominently in news headlines these days, both federal and provincial governments are encouraging preparedness. What is an employer’s responsibility to employees in the event of wide-scale infection? What steps can an employer take in advance to ensure preparedness? While specific guidelines and responsibilities exist for those working in health care, an employer in any industry can benefit from having a workplace pandemic plan in place.

A pandemic is an epidemic crossing international boundaries. While the decision that a pandemic exists is made by the WHO, a high incidence of infection in Canada or a region of Canada could still lead to the need for extraordinary measures. In such circumstances, the responsible authority would be the Chief Public Health Officer and/or local authorities in affected provinces or territories.

In the event COVID19 spreads widely within Canada, employers have the same legal duties under occupational health and safety, employment standards and human rights legislation as they would with any other illness impacting employees. One of the primary considerations will be whether employees can reasonably refuse to attend work for safety reasons if and when COVID19 is present in the workplace.

Employers may also be subject to additional duties in the event that an outbreak of illness rises to the level of “emergency”. Every jurisdiction in Canada has legislation in place for emergency measures and some specifically contemplate public health emergencies (e.g. Ontario’s Health Protection and Promotion Act and Alberta’s Public Health Act). B.C.’s Public Health Act confers upon the provincial health officer special emergency powers regarding the reporting of personal information, which would apply in the event an emergency is declared. During an emergency, those powers would apply notwithstanding any applicable privacy legislation.

A comprehensive workplace pandemic plan should include the following elements, tailored to the particular needs of your organization, and developed in consultation with the joint occupational health and safety committee or worker’s representative, and union representative, where appropriate:

  • Leadership
    Ensure your organization is prepared to address the issue. Designate key employees who will manage the employer’s response to any pandemic. Make an actual plan to respond to the risk of a pandemic impacting the workplace.
  • Communication
    Consider what types of information you will need to obtain in the event of a pandemic and the information you will need to disseminate. Identify in advance where you will be able to find up-to-date and reliable information about a disease outbreak, including its current status, symptoms and prevention strategies, and where to receive medical care. Develop a strategy for communicating the necessary information to employees in a format that is easily accessible from home.
  • Risk Management and Containment
    Consider workplace strategies for reducing the spread of illness. Ensure basic supplies such as hand-hygiene products, tissues and receptacles are available in all locations.Consider policies that would be implemented in the event of a pandemic to limit the opportunities for disease transmission, such as employee “work from home” strategies, staggering shift starts and breaks to reduce the number of people in the workplace at a time, and arranging work stations to maintain distance between individuals.
  • Continuity
    Consider the potential impact of a pandemic on your business. Is demand for your products or services likely to increase or decrease? Identify the essential employees to meet the change in demand. Consider how a pandemic might affect your ability to obtain other critical inputs (e.g. shipping of raw materials). What if your employees are subject to a quarantine?  Does the business need to operate every day? Can it sustain a shutdown?Employee absenteeism is likely to be one of the biggest concerns. Employees may be sick themselves, may need leave to care for sick family members, or may wish to remain home due to fear of contracting illness. Predictions for absenteeism during a local outbreak vary by industry, but a general recommendation for employers is to plan for an absenteeism rate of between 20 to 25% during a peak two-week period of an outbreak in a specific area, with lower absenteeism in the weeks before and after.Refer to occupational health and safety legislation, employment standards legislation, as well as your organization’s own policies and collective agreement (if applicable), to determine what types of leave are available to employees, including the issue of work refusals.
  • Recovery
    The return to “business as usual” will likely take place gradually as the pandemic draws to an end. Consider phases of recovery in your workplace pandemic plan. Which aspects of your business are likely to return to normal first?

While this article provides the basics of developing a workplace pandemic plan, the World Health Organization has just published specific guidance on how to prevent the spread of COVID19 in the workplace and encourages employers to adopt these measures presently.

Additional planning tools are available to employers from federal and provincial governments in Canada. Once you and your team have developed your plan, set dates for its review. Consider testing some aspects of the plan as needed.

Though workplace pandemic plans, by design, contemplate the worst scenarios of disease outbreaks, employers can play a role in preventing the everyday spread of illness by encouraging good health practices among employees. For example, posters and employee handouts can be used for education and awareness at the workplace. Even in the absence of pandemic or severe outbreak, employee illness can have an impact on an employer’s business and operations. Efforts at preventing the spread of illness at the workplace may benefit employers before any extraordinary measures are required.

If you have any questions about this topic or would like assistance with developing and/or reviewing pandemic plans, please do not hesitate to contact a Mathews Dinsdale lawyer.

 

This editorial is not intended as legal advice.  Any employer or organization seeking assistance should feel free to contact a Mathews Dinsdale lawyer for assistance.

 

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