Celebrating a decade of the Hays Salary Guide as it continues to be a trusted resource for thousands of employers across Canada.
PRESENTERS
- Speaker: Rowan O'Grady, President of Hays Canada
- Guest speaker: Kimberley Messer, Diversity & Inclusion expert at IBM.
KEY TAKEAWAYS
- Gain competitive advantage in attracting and retaining top talent
- Get your D&I program off the ground in a few easy steps
2. Rowan O’Grady
President, Hays CanadaAbout the presenter
• Over 25 years of experience in
specialist recruitment
• Leading 300 people across eight
offices in 12 specialist fields
4. WHAT WE
WILL COVER
TODAY
Discuss key findings and insights
from the Salary Guide
Advice on how you can gain
competitive advantage in attracting
and retaining top talent
How you can get your Diversity &
Inclusion program off the ground in
a few easy steps
7. Employers are confident about
their industry's growth and the
economy in the year ahead
62%of employers believe that their industry is
poised for growth in the next 12 months
43%of employers see the economy
strengthening in the next 12 months
versus last year at 40%
GENERAL OUTLOOK OF THE CANADIAN ECONOMY
8. Employers are confident about
their industry's growth and the
economy in the year ahead
YEAR OVER YEAR TREND IN ECONOMIC PREDICTIONS BY RESPONDENTS
Strengthening Static Weakening
0
10
20
30
40
50
60
2014 2015 2016 2017 2018 2019 2020
10. 52%
Optimistic yet cautious
with hiring plans
2019
40%
2020
of employers plan to increase staff in the
year ahead and only 8% of employers
are expecting to cut positions
of employers intended
to increase headcount
PERMANENT HIRING ACTIVITY
11. 0
10
20
30
40
50
60
2015 2016 2017 2018 2019 2020
41% of employers plan to keep their staff levels the same and even
fewer employers plan to decrease at 13% in 2020
5-YEAR TREND IN PERMANENT HIRING PLANS
TEMP AND CONTRACT HIRING ACTIVITY
Predicted Increase Actual Increase
13. Skills shortage looms
79%of employers suffer from a
shortage of skills in their industry
Decrease in efficiencies32%
Increase in stress/work pressure57%
Decrease in office morale29%
NEGATIVE AFFECTS OF SKILLS SHORTAGE
14. Employers are confident about
their industry's growth and the
economy in the year ahead
YEAR OVER YEAR TREND IN PERCENTAGE OF EMPLOYERS AFFECTED BY THE SKILLS SHORTAGE
15. Companies are fighting
the war for talent on
several fronts
BIGGEST HIRING CHALLENGES
Salary/Total
compensation
46%
Local competition
for talent
47%
Lack of
candidate
network
25%
17. Employers fall short in
keeping their staff satisfied
Salary/Total
compensation
24%
Career growth
opportunity
25%
Company
culture
12%
MAIN REASONS RESPONDENTS ARE
CONSIDERING LEAVING THEIR ROLE
89%say they are open to leaving if
they receive the right offer (WPW report)
53%of respondents are
satisfied in their role
19. Increasing wages is not
the only way to entice
top talent
66%
of employers said they would go outside
their budget to secure new talent
34%
of employers are willing to
increase salaries 3% or more for
existing employees versus last
year at 23%
20. Employers are confident about
their industry's growth and the
economy in the year ahead
YEAR OVER YEAR COMPENSATION INCREASES 3% OR MORE
0
5
10
15
20
25
30
35
40
45
2013 2014 2015 2016 2017 2018 2019 2020 Predicted
21. Top benefits desired by
employees
3+ weeks vacation time
Health/dental
76%
52%
Ability to work from home
43%
22. Improving retention through
flexible working offerings
37%
of employers offer no flexible
working option, but we are seeing a
rise in demand for flexible working
Offering flexible working arrangements will help improve:
Morale EngagementWork-life balanceProductivity
Advice
24. Stand out with a strong EVP
73%of respondents are not aware of their
company’s EVP
43%of respondents think their company
has a compelling employer brand
25. Developing an EVP to
attract & retain talent
Present clear values
Highlight your benefits
Offer strong mission statement
Advice
26. 2020 SUMMARY
• Personal growth/empowerment trumps everything
• Some uncertainty about the economy
• Employers feeling good about their own sector
• Aggressive hiring of rare skills
• Salary growth finally happening
• Less permanent hiring overall in 2020
• Dissatisfaction amongst employees is prevalent
• People are not afraid to move jobs
34. Diversity & inclusion
strengthens company culture
45%of companies do not have a dedicated
full-time a diversity and inclusion staff
75%
of respondents agree that working in a
diverse and inclusive company is a
priority for them
40% of employers say they are using their company
culture to attract new candidates
35. Kimberley Messer
Global Diversity
Business Development Leader -
North America, IBM
About the presenter
• 20 years with IBM Canada
• Recognized thought leader
in diversity, inclusion &
talent management
36. DIVERSITY & INCLUSION: THE BUSINESS CASE…
Companies in the top-quartile for gender diversity on their
executive teams were 21% more likely to have above-average
profitability – McKinsey 2018
The business case for diversity in the workplace is now
overwhelming… - World Economic Forum
The 2018 Deloitte Millennial Survey shows that 74% of
these individuals believe their organization is more
innovative when it has a culture of inclusion.
It has been estimated that closing the gender gap would add
$28 trillion to the value of the global economy by 2025, a 26%
increase. – McKinsey 2015
- Russell Renolds Associates, 2019
- BCG, 2018
Companies with the most ethnically/culturally diverse boards
worldwide are 43% more likely to experience higher profits.
- Boston Consulting Group
For ethnic/cultural diversity,
top-quartile companies were
33% more likely to outperform
on profitability.
- McKinsey, 2018
37. Agree on
what D&I
means
Develop
a D&I
strategy
Publicly
commit to
D&I
Use D&I
to attract
talent
Imbed D&I
into talent
strategy
Lead by
example
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6
WHAT SEPERATES THE BEST FROM THE REST?
38. Discuss 1-2 factors that are drivers of (or barriers to)
your organization's effort in attracting, retaining, or
developing diverse talent?
of companies interviewed, say that diverse talent
has left their organization due to a lack of inclusion.
- Russell Reynolds, Diversity Pulse 2017
32%
39. WHAT SMALL CHANGES CAN YOUR COMPANY MAKE TODAY?
INCREASE VISIBILITY AND AWARENESS
2
CREATE UNBIASED TALENT MANAGEMENT PROCESSES
1
LEAD BY EXAMPLE - OWN YOUR BIAS
3
Consider behavioral & competency-based interviews
Use interview panels
Trust your recruiter
Give visibility to diverse role models in your organization
Provide a platform for underrepresented groups to connect
Encourage cross-cultural mentoring
Attend an event, listen to a podcast that exposes you to different communities & ideas
Challenge your assumptions to overcome unconscious bias
Model inclusive leadership - Individual values, beliefs, and attitudes create culture
40. KEY TAKEAWAYS
Go beyond the salary
increase solution
Create a thriving
company culture
Explore new ways to
combat the skill gap
Meet the demand for
flexible working
Boost your
EVP
Kick start your
D&I initiatives
Hi everyone, I’m Rowan O’Grady, the President of Hays Canada. I have over 20 years of experience in the recruitment industry in Canada, the UK and Ireland. My experiences include permanent recruitment, contract staffing, MSP and RPO across industries including financial services, technology, engineering and construction. I provide recruitment and career insight for the Canadian market, which involves regularly publishing market reports, whitepapers and thought leading insights.
Here are some ways that your company can stand out to attract new talent
Highlight your benefits:
Is it clear to the average job seeker why they should work at your company? Provide compelling reasons why people should bring their talent to your company.
Present clear values:
It’s hard to stand out if you don’t stand for anything. Clearly stated values create alignment and attract like-minded people.
Offer a strong mission statement:
What goals does your organization want to achieve, and how do the various departments come together to achieve them?