Western Canada and Manitoba HR Trends Reports (Spring 2018) released today
April 26, 2018
Posted by: CPHR Manitoba
In December 2017, HR professionals from Manitoba, Saskatchewan, Alberta and British Columbia were invited to participate in the Western Canada HR Trends Survey. This survey has resulted in the production of two reports for CPHR Manitoba members: the Western Canada HR Trends Report and the Manitoba HR Trends Report.
These reports are tools for HR practitioners and departments in Manitoba to make informed decisions with reliable information on what is occurring in Manitoba's workplaces. Good labour market information can help human resources practitioners make better decisions in giving human resources advice to their stakeholders. CPHR Manitoba has commissioned this report to help fill the labour information void for our members and to discover industry benchmarks that can help human resources professionals make better talent management decisions.
You can find full copies of the reports here:
Manitoba HR Trends Report
Western Canada HR Trends Report
Western Canada Hiring Confidence Index (released Feb 7, 2018)
THE 6 MONTH OUTLOOK - Expectation for the biggest reason to lose staff
The biggest change from the last report is the jump from 9% to 14% of Termination without cause. It is still one of the least common reasons, but its increase could be a warning sign for the economy. In comparison, the Western Canada HR Trends report saw a decrease of three points for Termination without cause which is now at 15% for western provinces.
About a third of organizations (34%) saw their numbers of employees grow over the last six months (5% drop from the previous report). Small organizations saw the biggest change. Medium-organizations are still seeing growth, as only 14% report losing employees. Only 22% of large organizations reported growth.
Retirement is now the most common reason for staff loss. Resignation for a better opportunity and Resignation for personal reasons both became significantly less common. This coupled with a slight increase in the Termination without cause could be a warning of a softening of Manitoba's job market. As noted in the last report, Manitoba continues to cite retirement as the most common reason for leaving which is well ahead of the Western Provinces.
HR TEAM RATIO
Respondents were asked to provide an approximate ratio of HR employees to overall employees in their organizations. The ratio grows with the size of the organization. Small organizations have 34 regular employees for each HR staff member, the ratio is 124:1 for medium-sized organizations and 249:1 for large organizations.
LEARNING AND DEVELOPMENT
On average, organizations are investing 4.1% of their total budget towards learning and development. This is an increase from six months ago (up 0.4%) and restores budgets to where they were in 2016.
DEVELOPING HIGH PERFORMERS AND LEADERSHIP POTENTIAL
Respondents rated flexible working arrangements and stretch assignments as the most effective at motivating high performers. Both of them were rated as very effective or effective by at least 89% of organizations. Employee recognition programs and pay-for-performance, while still seen as effective by a clear majority were rated as the least effective overall. This is very relevant because these two methods are also the most commonly used methods by organizations in Manitoba.
A majority of respondents say that overall their organizations are effective at motivating high performers (53%). Only small numbers say they are either very effective (5%) or very ineffective (4%) at motivating those employees.
IDENTIFYING LEADERSHIP POTENTIAL
In almost every organization in Manitoba, HR is involved in the process of identifying higher leadership potential employees. That said in only 20% of cases does HR lead the formal process. HR being equally involved as management happens about a third of the time (28%), though this is more common in small organizations. In another 39% of organizations, HR plays only an advisory role.
The most common method used by organizations in Manitoba to develop high leadership potential employees is to make additional professional development and learning opportunities available to them. About two in five organizations offer mentoring (40%) and specialized leadership development tracks (41%). Other methods that organizations use to develop high leadership potential employees include informal coaching and individual development plans.
Respondents were asked to rank up to six tools or actions used to reduce harassment and bullying in the workplace. The most highly ranked tools were training around identifying harassment and prevention training. This makes sense as these two tools are focused on identifying harassment early or preventing it before it begins. The lowest ranked tools were resources for documenting cases of harassment and resources to assists in evaluating an existing program's effectiveness at reducing harassment and bullying. These two tools are more focused on handling harassment properly as opposed to preventing it from happening in the first place, so it stands to reason they would be seen as less useful.
MANITOBA’S CUSTOMER SERVICE STANDARD
Only 28% of organizations are fully compliant with the Customer Service Standard under the Accessibility for Manitobans Act (this rises to 42% among large organizations). Another 18% are currently designing their programs to be compliant (29% with large organizations) and about the same number (17%) are currently reviewing programs to figure out what is needed to be compliant. Five percent of organizations are struggling with compliance and one in ten (10%) have not even started a review of current programs and policies (this is 17% among small organizations).
TRENDS IN HR
Respondents were also asked to identify trends impacting their work in HR including government policies. While there were too many to enumerate, here are the most popular and significant:
- Bill 28
- Budget cuts