With training and development funds scarce to come by for many businesses, the Canadian Reserve has a non-traditional and inexpensive way of developing skills that could be the answer to this problem.
According to a new report released by the Conference Board of Canada, Employability Skills 2000+, businesses are not investing enough money into the advancement of their employees. The report revealed that most businesses in Canada maintain lackluster training efforts despite evidence of a direct correlation between training and higher profits. Since 1993, spending on training has remained essentially static with companies investing an average of $800 to $850 per employee each year. Despite the benefits of training, some employers see the cost of professional development as too high and with the recent downturn of the economy, organizations may be left scrambling to find less expensive and alternative ways to provide professional development.
John Eaton, chairman of the board of Eaton’s of Canada Inc., says companies should consider employing Canadian Forces reservists.
“Reserve Force training develops skills and attributes sought after in the civilian workplace,” says Eaton, also the national chairman of the Canadian Forces Liaison Council (CFLC).
The CFLC was set up to promote employer support for the reserve force and their message to employers is loud and clear: companies benefit just by giving their employees time off to attend military training.
When reservists are granted time off work to attend a military course, they receive leadership and technical training at no cost to the company.
Improved communication skills is one example. Military courses develop an employee’s ability to manage information, problem-solve, work with others and demonstrate positive attitudes and behaviours.
Reservists also learn a number of technical skills that can be a tremendous asset in their civilian jobs. Military trades such as logistics teach reservists inventory-control, shipping and transportation skills. Engineers learn construction techniques and hone other technical abilities.
Vehicle technicians are schooled in motor vehicle maintenance and repair. The skills are acquired in a continuous learning environment where new abilities are developed and old ones are updated.
Once registered, all reservists start at the rank of private. They learn how to manage their own time effectively, follow instructions to specification, and how to dress and behave in a professional manner.
By passing the proper courses and attaining four years of service, the individual is then certified for promotion to the rank of Master Corporal. At this level, the reservist is managing and supervising a team of 10 subordinates, receiving and passing on instructions in a clear and concise manner, as well as using advanced time and resource management skills.
Achieving the rank of Lieutenant qualifies them to lead and supervise up to 30 subordinates, coordinate group training and activities, and assess staff and identify members for career development.
Four additional years and proper training can lead a reservist up the ranks to Captain. Their skills would then include planning and implementing the administrative requirements for groups of up to 500 people, issuing instructions through supervisors to 120 people and operating as an effective member of a management team.
Arnold Galet, the assistant deputy minister of justice for Alberta’s Department of Corrections, is in favour of the reserve force. His department employs several reservists and he says they’ve been invaluable assets.
“I think the experience reservists get in the Canadian Forces is developmental experience,” says Galet. “That (experience) really holds them in good stead when they return to the organization. It is a development of personnel that takes place off the job and something from which we benefit.”
Lieutenant Colonel George Petrolekas of the Royal Montreal Regiment brought his military skills to his civilian job at Aldeavision Inc., a global telecommunications company in Quebec. His boss, William McKenzie, says he notices Petrolekas’ skills at work.
“He’ll get a ruler out and a piece of paper, then mark the timeframes and the milestones, the objectives, the dates and tasks we have to perform,” says McKenzie. “People look at this and say “oh wow” because they haven’t gone through that type of training before.”
Petrolekas’ expertise has made an impact on his other employees as well, McKenzie says.
“In a small company like ours we haven’t done a lot of professional development,” McKenzie admits. “Somebody like George who has gone through that type of training and education is a real asset. In fact he has put together some training programs for us modeled on the training he’s had in the military.”
Small companies find some of their best leadership in Canada’s reservists. Spud Plains Farms in Brandon, Man., employed craftsman Wes Rushton for several years, while allowing him to pursue his military career. Most recently, Rushton completed a vehicle technicians’ course. He currently leads a crew of 10 people and is responsible for their safety while on the farm. He says his military courses have given him a greater appreciation of safety procedures.
Farm owner, Paul Adriaansen, says Rushton is a great employee.
“He runs my grading crew for me,” says Adriaansen. “Basically there are very few people that can do that, work with people. I am just amazed how well he does at that. He definitely has leadership qualities and the military helps, there’s no doubt about that.”
Many companies shy away from professional development because they believe employees will sell their newfound skills to another company. However, reservists tend to be loyal employees and the concept is reinforced throughout their military experience. Also, if an employer is willing to give them time off to train, it often instills more loyalty. Some reservists say other employers might not be as flexible and they will stay with a company that accommodates their second career choice.
Reserve training can become an alternative way for employees to continue professional development. Every time reservists complete a new course, their skills are augmented and brought back to their place of employment.
“You will gain the competitive edge that comes with a more productive and professional workforce,” Eaton says.
Corporal David Hurl has been a member of Canada’s Reserve Force for more than three years. He is currently finishing his Bachelor of Journalism degree at Carleton University. For more information on the reserve check out their Web site at www.vcds.dnd.ca/cflc.
According to a new report released by the Conference Board of Canada, Employability Skills 2000+, businesses are not investing enough money into the advancement of their employees. The report revealed that most businesses in Canada maintain lackluster training efforts despite evidence of a direct correlation between training and higher profits. Since 1993, spending on training has remained essentially static with companies investing an average of $800 to $850 per employee each year. Despite the benefits of training, some employers see the cost of professional development as too high and with the recent downturn of the economy, organizations may be left scrambling to find less expensive and alternative ways to provide professional development.
John Eaton, chairman of the board of Eaton’s of Canada Inc., says companies should consider employing Canadian Forces reservists.
“Reserve Force training develops skills and attributes sought after in the civilian workplace,” says Eaton, also the national chairman of the Canadian Forces Liaison Council (CFLC).
The CFLC was set up to promote employer support for the reserve force and their message to employers is loud and clear: companies benefit just by giving their employees time off to attend military training.
When reservists are granted time off work to attend a military course, they receive leadership and technical training at no cost to the company.
Improved communication skills is one example. Military courses develop an employee’s ability to manage information, problem-solve, work with others and demonstrate positive attitudes and behaviours.
Reservists also learn a number of technical skills that can be a tremendous asset in their civilian jobs. Military trades such as logistics teach reservists inventory-control, shipping and transportation skills. Engineers learn construction techniques and hone other technical abilities.
Vehicle technicians are schooled in motor vehicle maintenance and repair. The skills are acquired in a continuous learning environment where new abilities are developed and old ones are updated.
Once registered, all reservists start at the rank of private. They learn how to manage their own time effectively, follow instructions to specification, and how to dress and behave in a professional manner.
By passing the proper courses and attaining four years of service, the individual is then certified for promotion to the rank of Master Corporal. At this level, the reservist is managing and supervising a team of 10 subordinates, receiving and passing on instructions in a clear and concise manner, as well as using advanced time and resource management skills.
Achieving the rank of Lieutenant qualifies them to lead and supervise up to 30 subordinates, coordinate group training and activities, and assess staff and identify members for career development.
Four additional years and proper training can lead a reservist up the ranks to Captain. Their skills would then include planning and implementing the administrative requirements for groups of up to 500 people, issuing instructions through supervisors to 120 people and operating as an effective member of a management team.
Arnold Galet, the assistant deputy minister of justice for Alberta’s Department of Corrections, is in favour of the reserve force. His department employs several reservists and he says they’ve been invaluable assets.
“I think the experience reservists get in the Canadian Forces is developmental experience,” says Galet. “That (experience) really holds them in good stead when they return to the organization. It is a development of personnel that takes place off the job and something from which we benefit.”
Lieutenant Colonel George Petrolekas of the Royal Montreal Regiment brought his military skills to his civilian job at Aldeavision Inc., a global telecommunications company in Quebec. His boss, William McKenzie, says he notices Petrolekas’ skills at work.
“He’ll get a ruler out and a piece of paper, then mark the timeframes and the milestones, the objectives, the dates and tasks we have to perform,” says McKenzie. “People look at this and say “oh wow” because they haven’t gone through that type of training before.”
Petrolekas’ expertise has made an impact on his other employees as well, McKenzie says.
“In a small company like ours we haven’t done a lot of professional development,” McKenzie admits. “Somebody like George who has gone through that type of training and education is a real asset. In fact he has put together some training programs for us modeled on the training he’s had in the military.”
Small companies find some of their best leadership in Canada’s reservists. Spud Plains Farms in Brandon, Man., employed craftsman Wes Rushton for several years, while allowing him to pursue his military career. Most recently, Rushton completed a vehicle technicians’ course. He currently leads a crew of 10 people and is responsible for their safety while on the farm. He says his military courses have given him a greater appreciation of safety procedures.
Farm owner, Paul Adriaansen, says Rushton is a great employee.
“He runs my grading crew for me,” says Adriaansen. “Basically there are very few people that can do that, work with people. I am just amazed how well he does at that. He definitely has leadership qualities and the military helps, there’s no doubt about that.”
Many companies shy away from professional development because they believe employees will sell their newfound skills to another company. However, reservists tend to be loyal employees and the concept is reinforced throughout their military experience. Also, if an employer is willing to give them time off to train, it often instills more loyalty. Some reservists say other employers might not be as flexible and they will stay with a company that accommodates their second career choice.
Reserve training can become an alternative way for employees to continue professional development. Every time reservists complete a new course, their skills are augmented and brought back to their place of employment.
“You will gain the competitive edge that comes with a more productive and professional workforce,” Eaton says.
Corporal David Hurl has been a member of Canada’s Reserve Force for more than three years. He is currently finishing his Bachelor of Journalism degree at Carleton University. For more information on the reserve check out their Web site at www.vcds.dnd.ca/cflc.
