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Future of Work
Recovery in manufacturing sales falters in August
Quick takeOctober 16, 2020
Focus Area—Canadian Economics
September sees large employment gains, though uncertainty remains
Quick takeOctober 9, 2020
Latest GDP data shows Canada’s economic recovery is slowing
Quick takeSeptember 30, 2020
Can we afford Ottawa’s “Whatever fiscal firepower is needed?”
Quick takeSeptember 24, 2020
Inflation stalled at 0.1 per cent due to suppressed oil prices and weak demand for travel
Quick takeSeptember 16, 2020
Bank of Canada holds rate steady, continues quantitative easing program
Quick takeSeptember 9, 2020
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Employment in Canada is going to look different in the future. The types of education, abilities, skills, and experiences that employers seek are evolving amid a confluence of forces reshaping the nature of work around the world. The Conference Board of Canada in partnership with the Future Skills Centre is formulating a job transitions database that will provide different stakeholders with a unique tool for labour market planning.
Survey | Deadline: October 6, 2020
Each year, the Conference Board’s Compensation Planning Outlook provides a reliable forecast for Compensation and HR professionals across the country. This look at the pay environment coupled with expert interpretation of original research is essential for any organization looking to ensure that they are able to secure the talent they need to succeed in an increasingly competitive marketplace.
Webinar | October 21, 2020 @ 2:00 p.m. EDT
The Future Skills Centre (FSC) will help Canadians prepare for, transition and adapt to new jobs and a changing labour market…
When educators use a culturally responsive curriculum—one that bridges Indigenous ways of knowing with Western science—Indigenous students are more engaged and perform better.
To stay competitive in the wake of COVID-19, Canadian businesses will need talent with practical experience and future-relevant skills. One of the most promising ways to do this is by expanding access to work-integrated learning (WIL).
To shape Canada’s future economy and build Indigenous communities across the country, we need more Indigenous people in finance and management roles in both Indigenous and non-Indigenous organizations.
In an era of lightning-fast technological change, it’s more important than ever that Canadian leaders understand how the adoption of new technologies will impact Canada’s labour force.
Our lives have been altered in more ways than we can describe. Thankfully, one aspect that hasn't changed is our ability to access necessities.
Few Canadians are unaffected by the COVID-19 pandemic. These are tough times, and we’re drawing on everything from critical thinking, problem-solving, and communication to empathy, collaboration, and leadership. These r
The most in-demand skills for today’s and tomorrow’s labour market aren’t technical—they’re social and emotional. Academic research and industry surveys on skills needs indicate that social and emotional skills (SES), or human skills, are critical for employability and career success. But are Canada’s education and training systems doing enough to prepare students for work?
In the coming months, more than 1.3 million jobs in the accommodation and food services sector will be affected by the COVID-19 outbreak in Canada. This represents approximately 7 per cent of all Canadian jobs. However, the economic impact on the sector will be felt unevenly across the country because economic regions are specialized in different industries.
If you are a leader, you now also have to take on the role of “chief morale officer.” With your people working remotely and the current climate of fear around health and finances, a top priority for you as a leader is to keep your people motivated and feeling as good as they can about the work they do for you.
About 4 per cent of Canadian adults are Indigenous. But less than 2 per cent of people working in science, technology, engineering, and math (STEM) occupations are. Improving Indigenous participation and leadership in major economic sectors, such as science, technology, and finance, is an important part of the reconciliation journey.
In 1972 the Assembly of First Nations—launched a movement by First Nations to reclaim control of their education. Fifty years on, many forms of Indigenous-centred post-secondary education (PSE) exist in Canada. All of them aspire to help Indigenous students succeed.
It comes as no surprise that women, racialized peoples, and other equity groups are underrepresented in leadership positions in Canada – including corporate board seats. These are some of the most powerful positions in the world, yet they’re predominantly held by white men.
Defining the future of work is a complex and multifaceted task. Much of the existing research looks at the tasks that employers will automate, the workers they will displace, and the skills needed to complete said tasks.
A change in attitude (and evidence) is brewing. Organizations are starting to realize that building a diverse and inclusive workplace is no longer a nice to have – it’s a critical business imperative.
More than a year after receiving royal assent, the ripple effects of the Cannabis Act are still being felt. With the world watching, and without clear direction, Canadian businesses are leading the way forward by taking an active approach to managing the implications of cannabis on the workplace.
CEOs see not having a framework to measure innovation as an important obstacle to future innovation. But how exactly do you measure innovation?
Albertan employers face a variety of challenges in recruiting & developing workers from labour supply issues to concerns about employable skills.
Employers are demanding social and emotional skills but finding them to be in short supply among new hires. Canada’s business schools need to find ways to bring human skills training into the classroom.
Certain skills are fundamental, no matter your industry or role. Being aware of and practicing these skills is key to unlocking opportunities.
Many organizations are changing their environments in an effort to spur more collaboration between employees, yet few of these organizations can be sure they are achieving this goal.
The digital leader’s role is to develop the organization’s digital strategy and oversee its execution; where this leader should be positioned within the organization sparks strong debate.
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