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This project is currently stalled as a result of changes in key staff at HRSDC Ottawa and CAMC. Resolution expected in January 2009
THE FINAL REPORT SUBMITTED 31 MARCH 2008
A full copy has been delivered to HRSDC and we have requested a meeting by CAAHRA representatives with HRSDC, to review our Strategy and to discuss how to move ahead with our Strategic Initiatives. We proposed early August, but holidays may push this into later August / early September. We’ll keep you posted as this unfolds.
While getting HRSDC resources to support our Strategic Initiatives is vital, some progress can still be made on some of these, in the meantime. For example, PILAT Action Teams have been or are being established in several provinces, and industry and Air Cadet League representatives are meeting and discussing ideas to build the partnership in their province / region. Provincial MoUs between the Provincial Industry Association and the ACL Provincial Committee have been signed or are underway in several provinces / regions.
And we can also seek other channels to get the necessary resources. Some Provincial governments and/or federal economic development agencies may well be supportive of our initiatives, as they will be encouraged by the fact that they are supported by industry on a ‘pan-Canadian’ basis, and these departments / agencies may be prepared to fund some of these initiatives. So long as the development engages with all of us appropriately and the so long as access is available to all of us when completed, this is perfectly fine. An example would be ‘Development and Hiring Portal’ plus ‘Position Profiles Framework’. Another would be ‘PILAT Mobile Learning Modules’. Another would be ‘Demographic Due Diligence.
To download the Executive Summary click here, and the complete report click here
CANADIAN AEROSPACE HUMAN RESOURCE STRATEGY DEVELOPMENT PROJECT MOVES AHEAD
 ATLANTIC REGION ACTION PLANNING WORKSHOP #2 was held on Thursday January 24, 2008 at the Dartmouth NSCC Waterfront Campus. 43 participants included industry leaders from 15 individual companies, 7 educators and trainers, 5 government sector partners, 8 representatives of industry associations from the Atlantic Region, and 5 members of provincial Air Cadet leagues. They met to refine the HR Action Plans for implementing the Strategic HR Initiatives which have emerged from all the Industry HR Workshops held in each province / region right across the country this past Fall.
Discussions centered on Strategic HR Initiatives to:
§ Provide career guidance to many Canadian young people, including the 27,000 Air Cadets across Canada who have already shown their interest in aviation / aerospace, with good information about our industry, the great opportunities offered for rewarding careers in our industry, and the educational pathways to follow.
§ Enable companies to:
o Develop current employees’ abilities to succeed in meeting the demands of advancing technologies, greater value for customers, improved global supply chain performance, and higher productivity.
o Hire new employees and select / assign / promote current employees whose knowledge and skills / abilities will match well with those required in their new position, and whose work values support the company culture.
o Provide OJT that is focused, meaningful and measurable for improved performance
o Predict your critical future workforce shortages based on your company’s employee demographics, available labour pool, hiring practices and policies, etc.
OPENING REMARKS BY STU GOURLEY SENIOR EXECUTIVE DIRECTOR SKILLS & LEARNING BRANCH GOVERNMENT OF NOVA SCOTIA
No one in this room will be surprised when I say that Nova Scotia has the fastest aging population in the country and I will actually show you some slides in a few minutes that not only back up this point, but may shock you.
Demographic projections imply that Nova Scotia’s population will very likely begin to decline in coming years. In addition, annual retirements will continue to increase over the next decade and the overall size of the labour force will decline.
When it comes to productivity, Nova Scotia is at 83.5 of the national average. Growing productivity can occur through enhancing labour market conditions related to efficiency and mobility, increasing investment in skills development and physical capital and integrating innovative technologies to our business processes.
In the next five years we are expecting over 40,000 jobs to open up in all sectors....the skilled trades, IT, finance and aerospace being the leaders.
It is becoming more and more difficult for employers to attract and retain talent fro these positions.
We also have competition at our door from other provinces and countries, since everyone is experiencing the same challenges. This is causing increased out migration among the young and old obtaining employment out west to work in the oil industry.
The impacts of labour/skill shortage will only be addressed through a combination of immigration, retention, repatriation and upgrading the skills of those who are in the workforce or could be in the workforce.
Imperatives which require attention:
Productivity
Literacy and Learning
Changing Nature of Work
Employer Adaptation
You may download Mr Gourley's full text CLICK HERE
WHAT'S NEXT?
The proceedings of our 24 January workshop will be compiled into a report draft to be circulated to the participants for review, and inclusion of additional material resulting from attenders reflections since the workshop.
The final regional report will then be considered by the national project team and synthesised with the output from the other six regional second round workshops being held in February, and formulated into refined strategic initiatives.. This final report will be forwarded for funding of so that these initatives can be ffully developed for use nationaly and regionally. This development work should begin in the New FY,. and involve consultation with regional CAAHRA (Canadian Aerospace Associations HR Alliance) members and their constituents.
for more information on the Project click on red box at left .
(Updated 25 Janua ry 2008)
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PREVIOUS ACTIVITY
National Steering Group met in Ottawa on 26 November to prepare the outline for the final round of provincial and regional workshops to use to formulate the near-final draft of the National HR Strategy. This followed a meeting of provioncial representatives held in Toronto 16 October (See below).
Attendees at the National Steering Group included Industry Representatives - Messier Dowty (Ontario) Magellan Aerospace (Manitoba), Atlantic Turbines (PEI). Also present were representatives from Ontario Aerospace Council, Manitoba Aerospace Human  Resouces Council. Present from Atlantic Canada (Photo left), AAADA President Mark Booth, NS Human Resources Partnership Hal Davies, and from the PEI Aerospace Human Resources Sector Council Willard Horne. From the National Sector Council CAMC, and observers from Industry Canada and HRSDC. The Government of Alberta was also represented.
The next Atlantic Regional workshop will be held in Halifax on 24 January 2008 at the NSCC's new Waterfront Campus in Dartmouth.
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The Project Organizing Committee - Representatives of provincial and regional Aerospace HR Associations met in Toronto on 16 October following the first round of six workshops held across Canada to gather information and inputs for the development of a National HR Strategy. Participants in this meeting are shown above - L to R are Ken Beleshko (Alberta) Hal Davies (with beard - Atlantic Region NS) Willard Horne (Atlantic Region PEI) Rod Jones (Ontario -(Project Director)) Serge Tremblay (Quebec) Marlene Conway (project team) Ken Miller (BC) D'Arcy Phillips (Manitoba).
See the output of this meeting, click here.
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The Atlantic Region first round workshop was held in Halifax at Pier 21 on 7 September. It was co-ordinated on behalf of the Canadian Aerospace Association's Human Resource Alliance by the A & D HR Partnership of Nova Scotia. This "brainstorming" workshop was attended by 30 senior members of companies and businesses active in the Aerospace Sector in the Maritime Provinces. They were welcomed by Stu Gourley, Senior Executive Director of the NS Skills and Learning Branch, and by Derek Kinsman, President of the Aerospace and Defence Industries Association of Nova Scotia. . Companies represented were IMP Aerospace, EADS Composites Atlantic, Tecsult Eduplus, IMP Aerospace Components Amherst, X-Wave, C-Vision, Ultra Electronics, PerformPlus Inc, AIM Engineering, Honeywell, Vision Quest, Maritime Forces Atlantic,
Also in attendance were senior representatives of three Community Colleges, (NSCC, NBCC, and Holland College) which are active supporters of and educators of people for the sector. PEI;s Aerospace Human Resources Sector Council, representatives of the NBADA including their President and two board members, and the Executive Directors of NS Human Resource Partnership and Industry Association rounded out this enthusiastic Group of brainstormers. The Project Management Team, led by Rod Jones and Marlene Conway of the Ontario Aerospace Council and workshop participants spent half a day reviewing the status of the sector to-day and examining what is required to grow it, sustain it, and increase productivity and competitiveness.Visioning was very much part of the process.
This project is organised with the active leadership participation of the Canadian Aviation Maintenance Council, CAAHRA, with some funding by HRSDC.
(For more complete information and to see relevant reference material, click here .CANADIAN AEROSPACE HUMAN RESOURCE STRATEGIC INITIATIVES
Second round ACTION PLANNING WORKSHOPS to be held across Canada in January, February and March.
On 7 Sep 07 in Halifax, industry representatives and our educational and government partners came together in an HR Strategy Workshop, and set out the industry’s ‘future vision’ and ‘ideas for action’ for excellence in aerospace human resources. Since then, the central Project Management Team and Steering Committee have met to collate and synthesize the results of the August and September first round workshops held in 6 regional meetings across the country
Invited industry colleagues educators trainers and government partners will now meetto define the HR Action Plans for implementing the Strategic HR Initiatives which have emerged from all the Industry HR Workshops that have been held in each province / region right across the country this past Fall.
We need to work together to ensure that Atlantic Canada’s aerospace & defence firms are positioned to take full advantage of these highly valuable Strategic HR Initiatives.
These Strategic HR Initiatives will assist and enable industry firms individually and our industry collectively to meet their HR needs in:
The intended Strategic HR Initiatives will:
§ Provide career guidance to many Canadian young people, including the 27,000 Air Cadets across Canada who have already shown their interest in aviation / aerospace, with good information about our industry, the great opportunities offered for rewarding careers in our industry, and the educational pathways to follow.
§ Enable industry companies to:
o Develop your current employees’ abilities to succeed in meeting the demands of advancing technologies, greater value for customers, improved global supply chain performance, and higher productivity.
o Hire new employees and select / assign / promote current employees whose knowledge and skills / abilities will match well with those required in their new position, and whose work values support the company culture.
o Provide OJT that is focused, meaningful and measurable for improved performance
o Predict your critical future workforce shortages based on your company’s employee demographics, available labour pool, hiring practices and policies, etc.
Together, these Strategic HR Initiatives will achieve the following:
Q more motivated, capable young people pursuing educational pathways to enter our industry
Q more current employees pursuing life-long learning and advancing their careers
Q employees who perform well, are satisfied in their positions, and can advance with your company
Q hiring with confidence that your new employee will perform well, be satisfied in their position, stay and advance with your company
Q enable your industry association to work effectively with educators and governments to respond to critical workforce shortages in your company and in your province / region.
The intended Strategic HR Initiatives are:
Career Pathfinder (youth, Air Cadets, new Canadians, non-traditional, other sectors)
Mobile Learning Modules (youth, Air Cadets)
Development and Hiring Portal (based on a Position Profiles Framework)
Demographic Due Diligence (future, company-specific workforce gaps)
HR Net (delivery and/or support of the above initiatives)
Resources and organization will, of course, be required to ensure that we can develop and deploy our initiatives and sustain our strategic, collaborative work on an ongoing basis.
Stakeholder leadership is vital in shaping these initiatives and guiding their implementation to ensure that Atlantic Canada’s aerospace and defence firms, our employees, and our partners gain the full benefit of these Strategic HR Initiatives.
The Atlantic Region first round workshop was held in Halifax at Pier 21 on 7 September. It was co-ordinated on behalf of the Canadian Aerospace Association's Human Resource Alliance by the A & D HR Partnership of Nova Scotia. This "brainstorming" workshop was attended by 30 senior members of companies and businesses active in the Aerospace Sector in the Maritime Provinces. They were welcomed by Stu Gourley, Senior Executive Director of the NS Skills and Learning Branch, and by Derek Kinsman, President of the Aerospace and Defence Industries Association of Nova Scotia. . Companies represented were IMP Aerospace, EADS Composites Atlantic, Tecsult Eduplus, IMP Aerospace Components Amherst, X-Wave, C-Vision, Ultra Electronics, PerformPlus Inc, AIM Engineering, Honeywell, Vision Quest, Maritime Forces Atlantic,
Also in attendance were senior representatives of three Community Colleges, (NSCC, NBCC, and Holland College) which are active supporters of and educators of people for the sector. PEI;s Aerospace Human Resources Sector Council, representatives of the NBADA including their President and two board members, and the Executive Directors of NS Human Resource Partnership and Industry Association rounded out this enthusiastic Group of brainstormers. The Project Management Team, led by Rod Jones and Marlene Conway of the Ontario Aerospace Council and workshop participants spent half a day reviewing the status of the sector to-day and examining what is required to grow it, sustain it, and increase productivity and competitiveness.Visioning was very much part of the process.
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PROJECT REFERENCE MATERIAL
PROJECT OVERVIEW = click here
HRP Workforce Strategy Forum 2006 Proceedings - Click here
Conference Board Review of Aerospace Industry HR- click here
Statscan 2007 Special Study - Labour Force projections for Canada 2006-2031 Canadaian Economic Observer June 2007 p. 3.1 click here
Conference Board - Report Card on Canada 2007 "How Canada Performs" - Click here
National Strategic Framework for A & D 2005 - 2025(Govt of Canada ) click here
ACOA - Aerospace and Defence in Atlantic Canada (Mar 2007) click here
NS _ Opportunities for Sustainable Developement click here
NS - Skills Action Plan 07-08 click here
NS - A&D Industry HR Analysis Nov 2005 SMU click here
APEC 2007 Report Examines The Growing Importance of Older Workers in Atlantic Canada click here for more info.
APEC 2007 Commentary Examines Atlantic Canada's Slowing Labour Force Growth Click here for more info
NS 2004 Report - Industry and Demographic Study click here
PEI - You will find lots of HR info relative to PEI’s aerospace HR needs at: www.aerospacepei.com
Flight Path - a Vision for the future Ontario 2005 click here
The Quebec Advantage - vision for the future click here
Canadian Aerospace Partnership Working Group on People & Skills July 2006 click here
Look also for Strategy for Change, The Canadian Supply Base, and HR Sector Study |
This project is organised with the active leadership participation of the Canadian Aviation Maintenance Council, CAAHRA, with some funding by HRSDC.
(For more complete information and to see relevant reference material, click here .
Background
Canadian Aerospace Human Resources Strategy Development Project
The Canadian Aviation Maintenance and aerospace manufacturing sector is the fourth largest of its kind in the world, employing over 140,000 workers in 1,200 original equipment manufacturers and suppliers (OEMs), third-party independent maintenance repair and overhaul facilities (MROs), and approved maintenance organizations (AMOs). With sales of over CDN$24 billion, Canada produces over five per cent of the world’s aviation output. In addition, an extensive supply chain contributes to making this sector one of the most important economic engines for the country and, importantly, for its regions. This sector, both regionally and nationally, is under great pressure from market, technological, demographic and global competitiveness forces,
Why this Project?
The Canadian Aerospace Human Resources Strategy Development Project has been established as a forum for provincial, regional, and national industry stakeholders to work together actively to establish a ‘shared vision’, to contribute their knowledge and experience in successful accomplishments, and to establish a set of responsive, actionable, integrated strategic initiatives to ensure industry growth and competitiveness in a global marketplace. The Canadian aerospace industry needs a national HR strategy and action plan to enable the industry to meet dramatically changing market demands and to respond constructively to demographic realities The main human resources challenges (there are others) facing the aviation maintenance and aerospace manufacturing sector include:
• unprecedented growth in new aircraft sales in all market sectors;
• an aging workforce and a resulting skills shortage;
• attracting youth to careers in the aviation maintenance industry; and
• upgrading skills to keep up with new technologies and changing market demands.
Currently, the global aerospace industry is experiencing unprecedented structural and market changes that are driving responsibility, risk and investment down the supply chain. This situation is especially difficult for small and medium Canadian suppliers, who must transform their business in order to continue to play in this changed environment. This requires expansion of the scope of their business management, enhancement of their technology capabilities, and evolution to more complex organisational structures, all of which require more sophisticated human resource competencies.
Project Activities
The main activities for this Canada-wide project will be, first, to research and report on individual aerospace human resources and other relevant studies, then, to hold roundtables / workshops of leading industry firms, workforce organizations, and other relevant stakeholders, coast-to-coast. These are the individuals who will drive the strategy and define the strategic initiatives.
Activities will include:
- sharing concerns and challenges and needs between industry and regional coordinators online commencing immediately - ongoing.
- a half day Atlantic regional workshop for 20 or so invited senior industry leaders who have expressed their concerns and have a vision to share. (held 7 September)
- Project Staff and Central Steering Committee review the reports of regional workshops, synthesize and prepare an integrated it strategic initiatives report; (to be held mid November 2007)
- regional workshop in early 2008 - (likely 24 January in Halifax - to be confirmed) to review the output of step three (this meeting will be held in a province other then Nova Scotia;
- Steering Committee, Project Management Team, and the Organizing Team produce the final report.
Outcome
This project will result in a shared HR vision and integrated strategic initiatives to enable each province / region to meet current and emerging human resources challenges for the betterment of all of Canada’s aerospace industry.
Project co-ordination In Atlantic Region
In the Atlantic region, the project is being coordinated by the Aerospace and Defense Human Resources Partnership of Nova Scotia.(www.hrpartnership.ca ). Activities will be organized with the Atlantic Alliance of Aerospace and Defense Associations, Industry Associations, and with other industry stakeholders and companies directly.
The Atlantic project coordinator is Mr. Hal Davies haldavies@aol.com phone 902-877-8275, and fax 902-826-7088. The executive director of the HR partnership is Mr. David Cogdon execdir@hrpartnership.ca phone 902-461-6600 extension 252,
Reference material is availableon this website Index and links in yellow box on this page.
Project Funding
This project is funded in part by Human Resources and Skills Development Canada through the Canadian Aviation Maintenance Council, our national sector council,.
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