Deliverable name: Working in Peel Halton – Share daily LMI that includes workforce news, updates and highlights, new jobs and hiring information sessions within Peel and Halton (www.workinginpeelhalton.com). Develop and distribute commuting pattern infographic reports and community profiles (by the municipality) for Peel & Halton regions.
Overview: Workinginpeelhalton.com has been in existence for 5 years and has built a strong following in GTA & worldwide. It currently has an average of 1852 unique visitors and 3,412 hits/monthly. We aim to grow the audience and usage, as access and awareness to local information are required before it can inform local action. Detailed information on commuting patterns by municipalities will provide city planners, economic development offices and EO practitioners with significant insights on the talent leaks and opportunities informing their strategic planning in a lab. In terms of methodology, commuting pattern information will be researched; particular to Peel Halton municipalities and create profiles of commuters from each municipality to share extensively with economic development & the community.
Click here to view the Community Profiles
Click here to view the Workforce Commuting Patterns
Deliverable name: Implement activities that will assist local manufacturers to meet their short-term and long-term employee recruitment needs
Overview: This project is part of an on-going process which began with the first LEPC phase. At that time, research and consultations were undertaken, and the eventual outcome was the identification of the need for two streams of activities: (1) addressing the immediate needs of manufacturing employers for entry-level job candidates; (2) addressing the longer-term need to attract youth to mid-skill occupations in the manufacturing sector. This resulted in a subsequent phase for this project where the emphasis was placed on pursuing these two streams. This has involved (1) identifying best practices in pre-employment preparation for manufacturing entry-level jobs, initial discussions with potential program implementing organizations, and (2) reviewing best practices in engaging high school youth in career exploration of the manufacturing sector and reaching out to potential local partners. Since this project first started, one of the changes were: there is a growing understanding that the challenge of finding entry-level workers for manufacturing occupations requires more than matching individuals to employment, but necessitates a pre-employment program.
Deliverable name: Synchronize and coordinate the attraction and recruitment services for employers regionally through the delivery of the LEPC TALENT HUB (TH) portal. Collect real-time, on the ground information regarding employer needs and behaviors and EO service response through the delivery of the LEPC TALENT HUB (TH) portal.
Overview: In the first phase of the LEPC project, the Talent Hub was created to address disjointed and often competitive employer-facing EOES services and to expand the range of employers engaging with the EOES services. We were very successful in creating a platform that provided a coordinated and collaborative service to employers and industries. The Talent Hub now connects employers and industry associations to local EO employment and training services through a “one-stop-shop”. At the center of the hub are the employer and their service needs. The Hub acts as a key source of employer referrals into the EO employment and training service provider system. In phase two of the LEPC Project, The Talent Hub had exceptional success. Through the Talent Hub process, EO agencies worked collaboratively to place not only their own clients but also worked in collaboration to place clients of partnering agencies against the positions/ jobs opened with employer/s. These collaborative efforts assisted employers to fulfill their hiring requirements and also created greater opportunity for EOES clients to apply for the positions. There is an increased appetite for this one-stop model where employers can cast a wide net to have their HR needs met without having to go to many individual agencies. TH team gets an average of one call a week from new employers.
Deliverable name: Develop the 2018 Peel Halton Employer Survey report on employer hiring practices; challenges; HR issues and industry trends to understand the employment and retention of new immigrants.
Overview: The Employer Survey, administered by the Peel Halton Workforce Development Group, has been conducted for the past six years; and each year, the employers’ participation rate keeps growing. In addition, the number of employers who request a copy of the report continues to grow annually. Thus, there is a growing demand for up-to-date information from the perspective of local employers. The survey helps employment service providers by identifying trends and practices among employers to assist service providers in their programming. The report also provides information to inform proposal writing on the part of these agencies. We know through feedback from employment services that this survey has helped them to identify service needs and different practices on the part of various industries when it comes to hiring job candidates. The report and its analysis inform curricula for Employment Services in their employment programs (e.g. if the report indicates employers want employees to have better “soft skills”- this, in turn, is taught to job seekers). The target audience for this survey is labour market stakeholders including employment service providers, educators, economic development offices and career guidance professionals.
Deliverable name: Ensure Peel Halton/GTA employers are aware of experiential learning, how it can help them, and how they can access it. Experiential Learning: Compile best practices, promising approaches and available resources in ‘experiential learning’.
Overview: The Province’s Highly Skilled Workforce Report encourages learning by experience and funded more placements so that every high school student completes at least one experiential learning opportunity before graduating from high school, and another before finishing college or university to integrate greater levels of experimental learning in educational institutions. Based on employer feedback (70% of survey respondents) to employer surveys and discussions had during meetings and events, employers state that they do not know how to connect to student and underrepresented groups in order to provide experiential learning opportunities so as to address their workforce needs, test out future talent as well as creating a pipeline for future talent.