'Reality Check' survey on skilled immigrants

Complete results from a Canadian HR Reporter survey conducted in November 2005

The Dec. 5, 2005, Report on Recruitment & Staffing, a special supplement to Canadian HR Reporter, took an in-depth look at utilizing foreign-trained professionals.

Below are the complete results of the survey. To read the articles from the report dealing with this survey, click on the related articles link on the bottom of this article.

About this survey

The Reality Check Survey on Skilled Immigrants was completed by 133 people online between Nov. 1-6, 2005. Not all questions were mandatory, so that explains why some answers had less than 133 responses.

Survey results

Question 1: Have you ever received a resumé from a skilled immigrant? (133 responses)



Question 2: Have you ever interviewed a skilled immigrant? (133 responses)



Question 3: Have you ever hired a skilled immigrant? (133 responses)



Question 3b: If yes, was it their first job in Canada? (133 responses)



Question 4: If you’ve interviewed a skilled immigrant, but that person wasn’t hired, briefly explain why (67 responses):

•Have interviewed several as positions become available. We always hire the best person for the job therefore it's not always the skilled immigrant that gets the job.
•Not best candidate for the particular job.
•Language skills in English were lacking.
•Language skills were at a level detrimental to team based activities.
•In at least two instances the command of the English language was very poor. The accent was extremely heavy and made it difficult to understand the applicant.
•They didn't have proper documentation.
•Communication. I was unable to obtain answers to any of my questions. This would have been "ok" if the person was strong technically, as English or French language instruction would have been offered.
•Language skills. Not the best person. Uncertainty about experience
•Language barrier.
•Skills and abilities not suited to the position.
•Skills set or another candidate had experience closer matching what we are looking for.
•He was not the best candidate for the position.
•A stronger candidate was selected.
•Extensive traveling involved for the job, thus visa issues surface.
•Not ready to move to abroad
•Understanding and knowledge of the English language was limited.
•Relative to other candidates, weakest candidates based on applicable knowledge and skills.
•Command of English language was not sufficient enough to effectively communicate with customers.
•Facility with the English language in a position working directly in a customer service position.
•Weak verbal communication and cultural skills.
•Because he had no Canadian experience
•The biggest issue was generally lack of verifiable similar experience. It's a huge leap of faith to hire an individual at the same level as they were in another culture when you are unsure of the relevance of that experience.
•Various reasons: other more qualified applicants; they turned down offer; etc.
•Technical and English skills did not meet the requirements of the job.
•No Canadian qualifications to suit position.
•Poor language skills.
•They were part of a pool of candidates and we hired the candidate with most of the skills we were looking for.
•Inability to converse effectively in the language of business.
•Language barrier — unable to understand and be understood in English.
•1) Language barrier 2) Many immigrants are put into training programs that are quick and relatively inexpensive once they arrive in Canada. Once they have taken the training program they apply for our jobs (human services field of work). These jobs can not be carried out effectively unless you have an inherent desire to be in the human services field of work. We find that many applicants are directed toward programs that are not suitable for them. This is a major problem for us when we recruit. We see it in happening in the Canadian citizen population as well, but it is not as prevalent.
•Language barrier or not suitable for the position available.
•Skilled not at expected level.
•We are a First Nation organization and our hiring preference is to look at and recruit First Nation People first.
•Through the various industries I have worked in most times skilled immigrants were not hired because of specific legislations and laws governing the industry that required certain skills such as communication, experience, professional designations etc. that reduced the candidates opportunities.
•This of course depends on the position being interviewed, but one common reason when hiring engineers is that they may not have P.Eng status in Ontario.
•The most common reason is a language barrier. Speaking, reading and writing English is a bona fide job requirement for most positions in our organization.
•Not the right fit.
•I have had the opportunity to interview quite a few new Canadians. When we decide to go with a different candidate its often for the same reasons that drive our recruitment at all times — namely we go for the best candidate available. That means the right attitude, right fit, right amount of experience and right compensation level. There have been occasions when the new Canadian candidate was the best candidate available and we hired them over all others.
•Not qualified for position.
•Language skills are the main reason why we don't hire skilled immigrants. In our business, for health and safety reasons, they need to have good communication skills (oral and written) in the English language.
•Scored at least 10 per cent less than the successful applicant.
•Inability to check references is a big drawback.
•They had the skills, however there was a language barrier.
•Didn't have the exact skill set we were looking for.
•English language issues.
•Was a mock (preparatory) interview to help them understand the expectations of interviewing in Canada.
•Although we've hired skilled immigrants in the past, we've not hired some because (skilled immigrant or not) they weren't as qualified/skilled/have as much experience (experience period...abroad or Canadian) as another candidate.
•Communication skills.
•The main reason that we struggle as a company to hire skilled immigrants is based soley on the fact that the majority of our work requires Secret Clearances for Classified work and unless the person is a Canadian Citizen then we cannot hire them.
•They were a really strong applicant, however the other individual was stronger in the skills set we were looking for.
•Our biggest challenge in hiring new Canadians is to find candidates with clear communications skills.
•Language skills present a barrier, at times
•English language skills
•I've interviewed a number of skilled immigrants and there are various reasons why we didn't hire all. The most common reason though is that the "fit" e.g. direct applicable experience wasn't applicable.
•Under 3b, the skilled immigrant hired is myself.
•Communication skills. Can't travel to the USA and obtain a TN Visa while traveling/working to the USA is a job requirement.
•Language barrier
•Did not understand what needed to done
•As an adult education facility, we have students who are learning English for the first time. Introduction of a teacher who's first language is not English presents a problem due to the fact that they have an accent and if the student has a language barrier it makes it very difficult to learn to speak properly.
•There are two principle reasons: 1. Their formal qualifications and training obtained outside of Canada did not fit within our corporate structure, or 2. their English skills were inadequate to function in the position under recruitment.
•In many instances the candidate's oral communication skills were not ideal for the role. •On occassion, the candidate's knowledge was not as deep as portrayed in the resume. And in other instances, it was difficult to get line managers to "buy into" hiring candidates who lacked Canadian and/or North American experience.
•As I work as an educator and consultant primarily, I have found that many skilled immigrants, including people who have Canadian qualification but have foreign experience and no Canadian experience often lack critical job search skills. These are not the skills in doing the job but rather, many have obtained employment in their home countries through very different recruitment and selection systems and consequently, the concept of having to effectively offer their skills and abilities in a competitive labour market is new and very foreign.
•English skills lacking, corporate culture fit, company not willing to take risk without Canadian experience.
•Better candidate for the position and/or communication problems.
•Sometimes the individual requires a written note to immigration in order to obtain a working visa to remain in Canada. The letter would indicate that I, as an employer, have exhausted my recruitment search for someone locally to demonstrate that there is no other person but the individual to whom I am interviewing (immigrant) in order to prove a visa is required.
•Often, language is a barrier. As well, the ability to assess qualifications and/or equivalency is difficult

Question 5: Do you have a formal strategy to attract skilled immigrants to your organization? (133 responses)



Question 5b: If yes, what steps are you taking? (27 responses)

•Partnership with local multicultural association's employment program.
•Targeted advertising; training interviewers in how to assess experience they are not immediately familiar with; setting up mechanisms for credential assessment.
•The owners of the firm are involved with out reach programs for Foreign Trained Professionals.
•We have some immigrants who start working as volunteers. When positions are advertised internally, they have the option to apply.
•Actively recruiting from around the world. Focusing primarily on U.K., U.S. and Japan at this time. Advertising and direct recruiting in these locations.
•Have developed formal program to integrate immigrants in to our workforce. Joint effort with a provincial department that provides the basic orientation to prepare candidates for a three month paid work experience. Goal is to successfully integrate immigrants in to our workforce long term.
•Will be reviewing the recruitment process in 2006.
•Connect with agencies that promote/facilitate immigrant hiring.
•Posting job focuses on skills and we contact community agencies.
•Employment Equity program.
•Most of our general labour positions are filled iwth immigrants. They refer family/friends, and I have never had need to advertise externally. Their own community networks supply us with a large immigrant applicant pool.
•Linked to SISO - an organization dedicated to integrating immigrants into the community and workforce.
•As a firm we are beginning to explore through our international affiliations the opportunity to recruit, train, and retain skilled people. We are looking at starting with secondment work to allow our existing staff to learn abroad but also to share the Canadian experience with potential new employees who would stay or return after their term.
•Optimize a diverse range of recruitment advertising mediums. Actively support a number of programs that support the employment of foreign trained professionals, for example, Career Bridge as well as a number of non-paid placement programs (ACCESS, Skills for Change, etc).
•We have partnered with local MultiCultural Centres - post jobs, perform "job awareness" seminars focusing on the advancement opportunties within our company. We are also lobbying the Regional government through our HR Association to create a plan to encourage new immigrants to stay in the Region (especially important for a border city).
•Our organization has hired new Canadians by working with local education programs run through various agencies (school board etc) that cater to the population of new Canadians in our area. Usually the program allows us to bring these candidates on board for 6-12 weeks in unpaid positions in their areas of expertise. Then if we find that this candidate can do the job and is the best candidate available we offer them the position. •The gain for us is that we get to see the person work for the time that they are with us and therefore we are more confident that they can succeed.
•Communicate job postings to various community groups, immigration services, as well as job centres. Ensure there are no barriers to the interview process.
•We are advertising in the U.K. for experienced drivers. We are obtaining assistance from Immigration Canada.
•We are looking at offering ESL courses on site.
•Working with Labour and Immigration to provide a work experience program.
•Global advertising, partnering with immigration counsel.
•Diversity program - Recruiter and hiring manager training programs - Tracking our diversity in our talent relationship management software - Targeted recruitment marketing campaigns that are tailored to key talent pools.
•Working with recognized educational institutions that have recruiting programs for foreign workers in place.
•Formal hiring guidelines
• 1. Employment ads in immigrant community newsletters translated into native language. 2. Direct sourcing of candidates via an Employee Referral program bonus. Referrals are made by current employees (usually family members or friends.) 3. If English skills are weak, immigrants are placed into jobs where job coaching can take place from a supervisor who speaks their first language, particularly to ensure that safety is adequately learned. Once trained, English is encouraged. 4. Consultations are made with immigrant community leaders to better understand cultural/religious needs and to provide transition services to help the new immigrant adapt. 5. Extended leave periods of up to 8 weeks are made available during slower production periods to allow immigrant workers to visit family overseas.
•Not applicable.
•I am in contact with the local organizations who work with immigrants (usually with skill sets) in order to provide them English speaking skills, etc. I then work with them to give them Canadian experience in exchange for 8 weeks free externship. We have hired a number of skilled immigrants in this fashion.

Question 5b: If no, why not? (85 responses)

•We have not had a need up until this point. We get resumes from many people new to Canada.
•We are targeting qualified candidates whether they are immigrants or not.
•Not an issue for hiring
•We seem to get resumes without a special need to attract them. Our growth is unique among hi tech companies in our market area and that seems to be well known.
This is an area we are beginning to explore, and are just beginning to look at the processes needed for it.
•In most cases, skilled immigrants do not have the required Canadian credentials for them to accept a position within our Company. If a skilled immigrant rec'd the Canadian credentials, then we would seriously look at hiring them.
•Our clients are still looking for Canadian experience first.
•In our field (aerospace) there are many out of work Canadians, even in our small area that need jobs and I am more inclined to look to that pool of expertise first.
•Not interested in the hassles.
•We are going to have to develop one due to shortages of scientific professionals, changing demographics, etc, etc. There have been so many priorities this one has taken a back seat.
•I am not aware of particular strategies, but am more than willing to hire immigrants if they possess the right skills and competencies. I am working in the Provincial Government.
•Experience shows majority have language barrier.
•Most of the immigrants in this area tend to work in the health industry which is the largest employer in this area.
•We are more concerned with getting people on board who have the right skills - no matter whether they are immigrants or not. We have not found a need to take any steps to attract skilled immigrants - they have always found us!
•Our recruitment strategy is designed to attract any and all qualified candidates.
has not been necessary to date.
•Our skill set requirements have not, as yet, been impacted by any shortage. Further, we do not anticipate a skills shortage in the foreseeable future.
•Immigrants not readily available in this area.
•Have not experienced any difficulty attracting applicants to warrant targeted recruitment strategies. We obtain a variety of applicants from people around the world seeking positions within the airline industry.
•We had not had any problem recruiting for any positions.
•We seem to get an equitable response to our advertisements
•Treat all applicants equally
•It's in development.
•Haven't had the resources to target skilled immigrants, found the process of hiring foreign workers too onerous to continue focusing our recruitment efforts there.
•No awareness of where or how to source skilled immigrants
•Our Facility is Long Term Care and we have clients from a variety of different ethnic backgrounds. Their families and friends visit and find the facility and staff are very open minded.
•Never had to put in a formal strategy to attract, other job postings are sufficient.
•Attracting skilled persons generally not a problem.
•No need.
•We continuously receive resumes from equally skilled "locals." It is more cost and time efficient for us to hire within the local arena.
•Very few jobs in my company. I take applicants on their ability to meet the few jobs that come open.
•We don't like people with no Canadian experience.
•We haven't hit the wall yet.
•Not sure of how to understand the equivalencies regarding experience and/or education
I am not in a senior position to enforce skilled immigrant workers. They are considered as the rest of the applicants are and are all recruited the same.
•In progress.
•We've been growing so quickly, that we've not had much opportunity to focus on it. We advertise for position on the internet which is where a lot of people have found us. Also, having hired a few skilled immigrants, they are sharing the news with others from their places of origin.
•No perceived need
•I think each recruitment assignment is different. The recruiter needs to assess how important is North American experience in filling the open position. For instances, in sales positions its critical that you know Canadian demographics, the competition combined with strong selling skills. In that instance, a skilled immigrant might not be a good fit. On the other hand, if you're filling an internal IT position where the skills are universal, then by all means, a skilled immigrant could easily move into that role.
•We are in Peterborough.
•Has not been a need for our organization.
•Don't see the need in a near future. For long term, we will have to develop a strategy to enhance us to attract skilled immigrants.
•Do not operate in an environment where there is a high level of ethic diversity.
•No need right now.
•We are in the process of developing relationships with community support organizations to assist in attracting skilled immigrants.
•We welcome all applicants to apply, however, they need to have the desire and ability to learn how to be effective in the human services field of work. It's not for everyone.
•Most of our jobs are usually filed by local talent so the need was not pressing
•Our strategy is not formal but we do meet with organizations who facilitates the integration of immigrants in the workplace. As we often need people with a third language skill, we also deal with community group to attract them.
•Haven’t thought about it.
•First Nation bias
•Small office and not a big demand for new employees
•Too much work and we don't hire often
•We are open to looking at skilled immigrants, however we do not have a formal stategy in place.
•We are an organization on a Canadian campus. International students are only allowed to work on campus while they are attending school here. They come and seek us out. We do not need to go and try to recruit them.
•Not in an ongoing recruiting role.
•My organization is small (under 25). We don't have a high turnover rate therefore we don't have a need to hire frequently (maybe every 3-5 years). Since hiring is not a focus, such a strategy is not practical for us. When we do hire, we generally do it via one public posting (job website or paper) and then through business contacts with our major supplier (if people are re-locating or there's been a downsizing, etc.). FYI - about 46 per cent of our hires have been skilled immigrant.
•Our company attracts many qualified applicants from all walks of life, coming in via our website and referred by existing employees. We acknowledge every resume that comes in electronically but it goes a bit far to state that we have a formal strategy.
•We have recently started advertising on newcomers to Canada job websites but this is because of the difficulties we are having filling positions in our organization using our regular methods of recruitment.
•We have no formal strategy we treat every applicant equally, and if the best hire is a skilled immigrant and it fits within the project clearance mandate we would hire. I do work with MISA Metropolitan Immigrant Settlement Association supporting hires where I can, and offering advice as to potential companies that could be hiring - so far we have not hired directly (clearance issues again) but we continue to work together on this.
•We haven't formalized anything, we just advertise vacancies.
•Do not see the need
•We get enough applicants without courting immigrants.
•Have not seen it identified as such as an HR issue for this company...closest is championing of equity and diversity.
•Requirements for skilled workers are few and far between
•We hire skilled immigrants on an "ad hoc" basis - in particular when we cannot attract the skills from within Canada. The process we use is to do newspaper ads, Workopolis, employee referrals, etc.
•We have no process in place of identifying skilled immigrants in our geographical area. •The population of immigrants is relatively small.
•We didn't have much success in hiring immigrants (for the above reasons) so we are not ready to implemented this.
•It’s not something we have attacked from a high level perspective at this time.
•Most of the time they don't have a equivalency for their diploma. Their French or English is not good enough.
•We do not focus on hiring a specific type or group of people. We just look for the right fit in the position and determine that through knowledge, skills and abilities and how well they fit with the work environment.
•We play it by ear... in certain roles within our company for e.g. the R&D dept., we look for skilled Java, J2EE incumbents... as long as they have used the program before, we dont care where they come from... and as long as they can communicate well. But there are certain other roles which require folks to have at least some Canadian experience such as in the Services industry.
•Same reason as above. All of our teachers have to have a strong command of the English language, we have found that generally immigrants do not have the level of skill necessary for a classroom placement.
•We are a First Nation organization, and as such are focusing on developing the First Nation labour market (through labour force development programs, training and hiring practices).
•They apply for the positions advertised.
•Mostly because we are still trying to meet legislative requirements vis-a-vis having our population appropriately reflect the four designated groups here in Canada.
•Not applicable in my current situation as an educator and consultant
•They are part of the overall candidate pool and we have a recruitment strategy to attract the best and most suited candidates.
•No need, they apply to posted positions just like other candidates
•Working in government, we have to abide by the rule of priority of Canadian citizen in priority.
•We are currently reviewing this issue however as of today we do no not have a formal strategy
•We don't differentiate between immigrants and non-immigrants, we have a strategy to attract talent regardless of their status
•As a non-profit agency serving immigrant communities, we receive many resumes on a weekly basis.
•We have limited professional vacancies.

Question 6: What, if any, challenges do you foresee in bringing a skilled immigrant into your organization? (133 respondents gave a total of 271 responses for this question – they were able to check all that applied.)



Question 6b: If other, please explain:

•Other: 1. Cultural norms and beliefs relating to open, honest communication - i.e. Canadian environment requires this for effective leadership and team building, yet many cultures view open communication as a sign of disrespect (i.e. don't want to "complain" or "rock the boat") 2. Some workers need to observe lengthy holy holidays - we are able to provide time off but this can impact service levels and affect morale of other staff
•Perhaps cultural issues in adjusting to the workplace in addition to the lack of Canadian credentials.
•Government regulations, red tape and lack of responsiveness to needs - at times it seems that they are trying to make things difficult to hire the worker.
•The red tape involved in the work permits etc. serves as a disincentive.
•For some positions, language may be an issue.
•Travel visas.
•Integrating families and individuals into the Canadian way of life. Helping them to establish a base and make a home here.
•Effectively integrating various cultures to the organization. - Immigration restrictions imposed by the government (federal & provincial)
•Lack of knowledge and understanding of Canadian work culture and basic industry terminology
•Relevant international exp. relevant pharmaceutical exp.
•Lack of Canadian experience: At supervisory/management level - grounding in personnel/labour relations issues.
•Language issues pertain to everyday usage and accent, rather than grammar.
•Potential delays/problems with work visas and citizenship. Costly to sponsor.
very specialized area, they must know the terminology, procedures, rules, regularions, etc. as long as they are willing to learn, we can train them.
•Not nearly enough attention has been paid to values differences in the different cultures. •There are offensive aspects of cultural differences that cut both ways. e.g. our indifference to "allowing others to save face" which is very offensive in some cultures, and some other cultures' tolerance to a level of corruption that we find offensive.
•The reaction of others in a highly homogenious workforce. Ex. Accepting them into the culture of the organization.
•Dealing with HRSDC and other government agencies has been problematic in the first go around.
•I would like to add that a strong command of the English language is critical to successfully filling a position because communication is a key part of any job. Skilled immigrants should focus on learning English particularly in the area of vocabulary and pronunciation. I believe that is the key to their success,
•Peterborough; Hockey, White trash, etc.
•Our business requires employees to obtain secret level security clearance.
•As mentioned above, many immigrants are directed toward Canadian re-training programs. Many immigrants do not have the desire to be in this field of work. They come with many excellent skill sets but, unfortunately can't find employment in their field perhaps because of language barriers or because they need extensive Canadian re-training to become employed in their "chosen" field.
•Cultural differences, how to embrace successfully.
•Our First Nation People should be offered the first opportunity to refuse work and definitely given the first opportunity for skill development.
•Since this is a team-based organization, we are concerned about how cultural differences will affect working relationships.
•Cultural differences
•We have international clients, and travel is a requirement in some positions. We must work around visa's and travel restrictions.
•Meeting immigration requirements of having the skilled worker pass a journeyman trade certification within 90 days of landing in the country.
•Often, the immigrants themselves apply to roles that are not matched to their education and offshore experience, so end up in occupations that reflect that dichotomy.
•Not a lot of immigrants in our geographic location.
•Lack of applicable experience e.g. high tech, microwave, digital experience.
•Fitting into the Canadian work ethic which is different from other countries.
•Can't travel to the USA and obtain a TN Visa while traveling/working to the USA is a job requirement.
•Behavior problems in past experience.
•By lack of Canadian experience - again only for certain positions... otherwise we are open to hiring immigrants with sound knowledge and good education and experience in the industry.
•Cultural adaptation to North American production expectations (pace of work, attendance expectations, etc.)
•Having worked internationally myself, there can be a significant difference in norms. There is a period of adaptation to any to any location/culture etc. but this is a relatively minor particularly given our multicultural environment.
•Citizenship
•Getting used to the 'Canadian' way of doing things.
•Lack of knowledge of north american culture, information, history.

Question 7: Are you concerned about how your employees will interact with skilled immigrants? (133 responses)



Question 7b: If yes, what are your concerns? (23 responses)

•Essentially relating to understanding of cultural or religious beliefs in terms of communication and morale as mentioned above (question 6 (b)) Having said that, overall most employees embrace and enjoy the variety of cultures working alongside them - they learn a lot and appreciate the learning.
•Resentment. Concern about how the employee might be treated. Would not like to see or tolerate any racial slurs etc.
•That they will see her as different and this will lead to sub-groups forming within the larger team. So far this is not happening, but am I watching for this. She has been in Canada just 3 months, and has some great stories about Kenya, so I make sure to ask her about those. The team enjoys her stories.
•Preconceived notions about their abilities based on language and cultural barriers may negatively influence communication and teamwork
•It is our organization's responsibility to ensure we integrate various cultures to our work force.
•Understanding and acceptance of cultural rituals.
•I believe the perception of Canadians in general is that the hiring of a skilled immigrant is a sort of patronage.
•No, Staff work in a multicultural environment but corporation needs to do more in the recruitment area to have work force reflect community.
•We need to do more work to make some of our people more aware of the importance of immigrants to our collective well being, as well as more aware of the many sides of diversity.
•Fitting into the org culture - group clichés.
•Our employees are cool. Peterborough just doesn't attract immigrants.
•I believe that a bias exists in our workplace. Some Canadian-born workers have a sense of entitlement and don't believe that immigrant workers should be hired over Canadian-born workers. This can lead to poor treatment and ostracism.
•Most often new Canadians have trouble communicating verbally and in written form. •That poses some concern but our experience is that the learning curve is quite rapid and in a matter of months this is no longer an issue.
•How is it living in a foreign country.
•Accepting the new employee into a rather homogenous culture. Some people fear change regardless if there is impact on their position or not.
•We are concerned that some of these immigrants will not assimilate quickly enough into Canada culture regarding policies and procedures.
•Language barriers and becoming frustrated. Bad relationship building.
•Discrimination they may face from our blue-collar workers.
•I don't think the question should be yes/no in response options. "Somewhat" would suit! •I think it would do companies and the immigrants good to have "culture" training to better understand/align expectations and behaviours. If the workforce is going to consist more and more of immigrants, then I think there needs to be more of this type of concerted effort to boost assimilation capacity.
•Our company is a multi-cultural organization and as such we are quite experienced and sensitive to various cultures.
•Will they respect their differences. Will they be patient?
•This company has a high cultural diversity with > 60% of its workforce made up of different cultural backgrounds. We've found that some cultural clashes can be brought to work (i,e., historical differences between cultural groups) but it is not a major concern.
•Not in organizations with which I work in greater Vancouver.

Question 8: Are you concerned about how customers, clients or outside parties will interact with skilled immigrants? (133 responses)



Question 8b: If yes, what are your concerns? (33 responses)

•Language skills and communication.
•Negative perceptions/pre-existing prejudice of customers and clients who may not be so open to having an immigrant worker serving them.
•Language barrier - our skilled immigrants are primarily technical programmers, etc. and need to be able to talk plain and simple to clients in a language they understand.
•The only concern would be if they have language problems that effects their spelling and grammar causing them to look unprofessional.
•Ability to respond appropriately to questions, and be understood.
•Only if there are language difficulties. So far with this particular employee, the clients and outside parties are very accepting of her.
•Lack of tolerance.
•Communications problems as our clients are all senior citizens
same as 7b
•Customers tolerance level of trying to communicate and convey their point.
•Somewhat concerned with the tolerance levels communication and comprehension challenges.
•I am mindful that some of our clients are quite demented.
•Language/Custom ignorance.
•No, but probably need to work on intercultural communication and expectations.
•Language issues as above.
•Employees unable to communicate quickly or understand client needs to help problem solve.
•At times, however, we make every attempt to ensure that all employees are treated equally by their co-workers and our customers. If we see a problem with discrimination, it is addressed immediately.
•Our staff have daily contact with clients, who are generally agriculture, small business, or special niche customers that expect one-on-one communication and relations with them. If the skilled immigrant is unable to effectively communciate with customers then the individual will likely not be successful in thier role. Unfortunately, there are perceptions in Western Canada of who the business community wishes to operate with.
•Some of our customers have already demonstrated impatience and have exercised poor judgment when dealing with a worker whose first language is not English. This leads to additional, unnecessary stress for the new Canadian in the work environment.
•Definitely this is a concern. Our organization depends on having a sales force that is exceptional when communicating with customers. To date we have been unable to find a new Canadian, interested in sales, who could meet our high expectations for customer communications in sales. However, in many other positions ( namely engineering, accounting etc) the new Canadians have been quite effective in dealing with customers.
how will they treat immigrants
•Again, language skills. they need to be easily understood and a heavy accent is a problem.
•The biggest concern is the language barrier of immigrants coming from Bosnia, Croatia, etc. Our drivers must cross the U.S. border and be able to communicate effectively. This is often a challenge.
•Only when it comes to language barriers as we are in the retail business.
•Our customers are rural based and I believe they may face discrimination.
•We typically do not have issues with customers, etc. interacting with new immigrants. •Again the only concern would be language barriers. Our company provides cultural sensitivity training to all employees on a regular basis.
•Language barriers
•The treatment by co-workers to a new employee can be managed. However, as a public service entity, controlling and/or influencing the behaviours and attitudes of membership of the member communities is more difficult.
•Language and legislative (work knowledge) barriers.
•Limited communication skills in english have sometimes resulted in some difficulties in understanding the customers's issue/concern or in providing adequate explanation of company policy to customers.
•It concerns me that other people may not treat them as equals due to language barriers.

Question 8c: If you’ve hired a skilled immigrant, did you do anything specific to help them integrate into the company? How did it go? (76 responses)

•Provided specific orientation to Canadian business framework
•There was some language training provided for one worker who dealt with customers over the phone.
•Nothing too out of the ordinary, made more efforts to ensure 2-way communication (buddy system, pictures, etc). Do find managers need to re-affirm and take more time to ensure understanding.
•No.
•We provide language training reimbursement and buddy them up with peers in the organization. We have a multi racial and linguistic work force so there is generally someone here who can assist in the transition such a person would experience.
•No.
•It went fine. He is a nice guy from Cuba and he gets along well with our hourly rated employees.
•Yes, offered language training for those that needed it. We have a mentor program which was available to all new employees. This helped all new staff to become aware of the corporate culture, and where/ how to find things.
•Nothing - she was hired with 5 others and they were all treated identically, and usually together in a group. So far I think it is going well.
•Try to form a "support" network around them to help them learn the new work culture and integrate into both work and personal life.
•Suggested exploring posibilties of returning to school to learn English.
•Provide information on the company history, culture and operating procedures.
•We provided a company orientation as well as encouraged the manager to introduce to co-workers on his first day.
•We have a few skilled immigrants working with the Foundation, therefore transitioning is easy as they are always welcomed.
•Nothing formal or structured in place, but we've recently initiated company-wide training on "Valuing People", a diversity sensitivity initiative. This is driven in large part because our client base is very culturally diverse.
•Teamed them up with employee's with similar ethnic background
•Complete destination services including language lessons is necessary. Also vitally important to include things for spouse and children in helping them to get settled and feel like they belong.
•The same orientation as other new employees with the added support of helping them find activities in the community for themselves and their families.
•Yes, buddy with another associate of the same cultural background Explained our company culture and expectations using another associate to translate
•Yes...brought them in through our Immigrant Integration Program. They attend a 5 week pre orientation session that will prepare them for successful integration in to the organization with the goal of achieving a successful three month paid work experience...and ultimately long term employment.
•The orientation process and our Mission statement reflect the support we give our clients and staff.
•Provided Diversity Training on Canadian customs and cultures.
•Internal mentoring/external training to enable staff member to work in cross-cultural environment. Works sometimes, in others it doesn't work as well. Nonetheless, even where it hasn't worked as well - the corporation has benefited from the visibility of the staff working with their ethnic community to draw new people utilize library services in our 15 member municipalities and 24 service locations. Service a customer base of approx. 650,000 in the lower mainland of BC.
•When we have hired, it has not been issue because they have been in Canada for a significant period of time and developed a facility with everyday English.
•I have hired many skilled immigrants at the professional level. Unfortunately, we were building a company and a major project, so did not do as much orientation as I would have liked. We dealt with the issue during the recruitment phase.
•Provided them with information on the region, found them temporary accommodations.
•Orientation, coaching and mentoring.
•Nope
•Spend more time with them.
•Bring them up to speed on the Canadian way of life - politics, driving habits, schools, stat holidays, Tim Hortons, anything to help them fit in.
•We did hire a skilled immigrant, before my time, nonetheless, and layed him off as soon as things started going poorly.
•Nothing special offered however allowances have been made for religious/family/dietary needs as issues present themselves
•Our company has a large contingency of skilled immigrants. There is no issue in integrating additional team members.
•We are a multi-cultural environment and did not experience any major issues. There is always an adjustment period for any new employee regardless of previous Canadian experience.
•All employees go through the same orientation program.
•No.
•Nothing specific - treated the same as our other employees.
•One on one to clarify issues such as work practices, answer the questions they may have, etc.
•Had them work with an associate that spoke their language.
•We ensured there was a sufficient level of skill, understanding, and orientation for the individual. If we did anything too specific we did not want our organization to come across to the other 900 employees as receiving preferential treatment.
•We have an orientation program for all new hires.
•The integration of a new Canadian in our organization is tailored to the new Canadian. •Some candidates require more time to gain confidence in certain areas of the job so they will receive more help / additional training. For the most part however, the induction process is quite similar to the regular induction process.
•Treat all employees equally
•We've treated this person like every other employee and which is to make them feel welcomed and valued.
•Worked with an outside agency on an English as a Second Language in the Workplace program. The program was designed using communication tools most common to the position. Split the time required to attend between work hours and off work hours.
•A thorough orientation program is critical.
•Yes, we provided a one-on-one trainer for the first month to help them feel more comfortable and confident.
•No. Any skilled immigrant worker we've hired has integrated themselves well naturally and they have even commented on how much they enjoy the job and their new colleagues (naturally supportive staff). However, if we made the decision to hire a skilled immigrant, •I would be prepared to make any special accommodations necessary to integrate them into the company.
•We organize Orientation Sessions for all new employees. Immigrants, in general, are highly motivated to integrate and excel, so we're not worried about this at all.
•Culture, language and business practice orientations.
•This particular company that I worked with in the past employed quite a few immigrants so the culture was welcoming for them.
•All new hires go through new hire orientation and are assigned to a dedicated staff member for a mentoring program. The programs work exceptionally well for all
•In-depth orientation. Co-worker whom spoke same language also sat in on the event. •Translation (or help) with communications was needed.
•Nothing done differently.
•Shared experiences in workplaces in order to better understand each other
•Open lines of direct communication and personal assistance as required. Is going extremely well.
•We provide relocation assistance, use the buddy system and typically help them get settled into the community.
•With reference to myself there was nothing specific done to integrate me into the company.
•Help them understanding the Canadian business
•No.
•We are very multi-cultural and there are many open minded individuals here. Just introducing new people around, having company wide events and an open office work environment allows people to get to know others very quickly.
•We let them be. As HR, I prodded them with some of the cultural habits but otherwise he mingled in fine.
•The skilled immigrant is "teamed" up with another teacher who has a strong command of English to demonstrate and teach how to use the language effectivlely. That way there is a working example to follow.
•Nothing special was done to help integrate into the company. Luckily, his charming personality and genuineness made his transition easy. Also, his county of origin (Egypt) interested others and was often the basis for conversation.
•Mentoring program through their professional association.
•English as a Second Language is offered on site for immigrants who wish to improve their English. In some cases, individuals may be required to attend ESL classes as a requirement of their position.
•Nothing specific/targeted, just employed the usual Employee Orientation program.
•Language courses, coaching. It went well.
•Mentored by someone from similar cultural background, language courses.
•Working with the receiving group of employees.
•We brought them in on an externship program with WIL (local agency) and introduced them to the company and the company dynamics in this regard - putting them through the same orientation, etc., we do any other employee. This gives them a close mentorship relationship with the individual responsible for them. If they are successful in gaining employment with us, they already are familiar with the company dynamics and fit right into the organization culture.
•We have multi-lingual staff to help with language barriers and training needs.
•No, the person receive the same orientation as others.
•Orientation and Training.
•Manager acts as mentor, and provides feedback on areas for learning.

Question 9: Is foreign work experience as valuable as Canadian work experience? (133 responses)



Question 9b: If no or depends, please explain. (68 responses)

•If it is in the same or similar field economy in foreign area.
•In most cases foreign work experience is similarly valuable to Canadian work experience. sometimes it is MORE valuable - especially in a global economy.
•If there work was for an international company then it would be more valuable then for an independent company.
•We look for wireless experience in our market area and have found a perponderence of telecom experience which is of limited value to us.
•Foreign credentials are not accepted in Canada for our Pharmacist positions.
•Technically speaking I feel that most of the skills are transferable as long as the employee was working in a country that advanced technically. ( ie China, some parts of India etc) As long as the individual has worked on new technologies, I feel that they can make a valuable contribution. If their country is not tech savy, there can be huge issues. (working with old/outdated equipment etc.)
•Technical skills - yes they are easier to compare and measure soft skills - often difficult to see the similarities and differences unless you are familar with the work culture of the home country.
•Whether it is a BFOR
•There may be requirements for familiarity with Canadian Standards.
•We hire mostly librarians, so it would be the education, technologies used, issues being dealt with.
•If the credentials needed in their country of origin are the same or very similar, then I would place near to equal value on that experience.
•If you have to deal with interpret laws etc., e.g.working in Finance or HR
•It will depend on the skill set requirements. If we're looking for an Architect, knowledge of Cdn legislation, regulation and building codes is paramount. If we're looking for a building superintendent, foreign experience can be equal to Cdn experience.
•The existence of specific Canadian rules or regulations with respect to recognition will impact their ability to perform the essential requirements without investing in training resources.
•Depends on the individual (no different that the value of Cdn work experience with Cdn candidates) - Depends on the country-of-origin.
•The trades people we have hired still required practical traiing. One foreign temporary worker characterized it as not having "smart hands".
•Valuable, but not as valuable.
•If the business is active in foreign markets, it would make good business sense to have experience in that foreign market and it's customs etc.
•Depends on skill sets, and work related experience.
•Our work requires a very specific understanding of Canadian practices and norms.
•Depends on the client needs and type of work experience they are looking for.
•Because it's not Canadian!
•If it clearly and simply correlates to the kinds of work we do, then it is clearly valuable. •The difficulty is in being able to clearly understand how well foreign experience relates to our needs.
•Many of the norms and values of other countries and cultures are different from Canada. •This can either be seen as a positive or negative. It depends on the organization.
•No, as Canada still has too much red tape with recognizing foreign credentials in a timely manner
•As an architecture, engineering and construction firm - we can learn different standards, code requires and what has or has not worked technically in different parts of the world. •Learning how other countries have dealt with building envelope failures has been beneficial as well as how P3 projects have succeeded.
•Is it relevant?
•Some countries are known for specialized education which could be valuable in filling a position. For instance, female engineers from Russia generally find a job quickly.
•More valuable, I think. Should have that as a choice.
•Depends on the requirements for the particular job.
•Case by case, can't generalize.
•Depends on what, where & how
•As with any candidate, it depends on the industry and relevance of work as well as the level of education they possess.
•We can learn from immigrants; they bring fresh ideas, different approaches, however, foreign workers must be willing to assimilate as well.
•We are a pharmacy and therefore regulated by the Ontario College of Pharmacists.
•They do not understand the mores or have the Cdn work ethic.
•Depends on what type of work the individual was doing in a foreign country. For example, transportation laws that govern Canadian long haul trucking to the US requires specific training, experience, and skills. If the person never drove a long haul truck in their home country and then came to Canada and expect to obtain employment in the particular field with no experience or exposure to the CDN/US system then there is no value as to the work they completed. There are behaviors that would make the candidate more suitable, which the employer can then chose to train the necessary skills but at a cost..
•It is just as valuable and we always encourage applicants to ensure they include all of their experience on their resume. The only concern can be with the verification of the employment. It is a little more difficult to check references from other countries (ie. the one checking the reference may not speak the language of the referee). We have used staff within the organization to translate/interpret.
•It depends on the position. In positions where Canadian laws or standards of conduct must be observed, Canadian experience can be considered more valuable to the employer because there is less training and less worry on the part of the employer.
•Foreign experience may be even more valuable than Canadian experience. It depends on the position in question and the experience that the new Canadian has. Our organization is in the elevator business. Foreign elevator experience can sometimes be a good match with Canadian experience depending on the products.
•It would depend on what field of expertise you are talking about.
•Depends on what country and our familiarity with the companies they've worked for.
•Is it relevant to the position he/she has applied for?
•There is such a difference in customs and culture that in order to work in Canada they need to have a good understanding as to how we do business.
•Harder to reference check. May not be job-content equivalent.
•I think depending on the industry, it can be more or less. In my industry, it makes little difference - experience is experience and in all honesty, foreign work experience could be more of an asset depending on the circumstances and the position I'm looking to fill.
•Explanation: Human Rights legislation dictates that discrimination on the basis of nationality or country of origin is strictly prohibited, yet certain companies still prefer candidates with "Canadian experience". Especially in this era of globalization, being screened out for lack of Canadian experience is an arbitrary indignity that no New Canadian in 2005 should have to endure, but many do. The majority of immigrants come with vast experience, it just happens to be international.
•Depends on the strategies used by the foreign corporation where the immigrants have worked in the past.
•It depends on the sector and the country. For example the health-care field.
•Depends on the consulting projects we are targeting. International workforce planning can definitely benefit from a person with local experience to targeted areas of the world.
In the trades - yes work and certification is valuable. Depending on knowledge and skills required in the courses
•Depends on the industry type. Again our requirements are very specific to the space industry.
•If in a different business culture adaptation is needed
•Depends on the position, relevance etc.
•It harder to get references from their previous employers. Hard to compare
•If the position requires the person to work with an international market it is helpful.
•Depends on the role, as mentioned above.
•The value of foreign work experience depends on the nature of the work. We (and our affiliated member Nations) have hired immigrants for accounting clerk positions, counsellors and program managers, but would not hire them for a position such as nursing or housing inspector, unless they could achieve the certification in our jurisdiction.
•Med/rehab field is different due to legal, legislative needs.
•To be considered valuable, work experience has to be similar to Canadian environment; i,e., equipment, knowledge requirements. In some cases, training obtained in foreign countries has involved outdated technologies in the Canadian marketplace.
•It depends on the company they worked for. We don't know the size and complexity or structure of many of the international companies these candidates have worked for, and we don't know what the working environment was like. If a candidates says they worked for IBM, GM, Toyota, Citibank, or Pepsi, or some other well known international conglomerate, you can appreciate the structure, and the general work environment. However, if they say they worked for ABC company - a large multi national headquartered in India or in Korea (for example) - you have no idea what that relates to. •You can't easily appreciate what their working experience might have been.
•Can be more valuable in many circumstances as often the individual may have moved up more rapidly, particularly in high growth economies, than would have been the case until recently in Canada.
•Depends on how relevant the non-Canadian experience is to the job.
•To address increasing immigrant population with different cultural interests and background.
•We have a plant operation, on the job training and experience is an asset but not necessary
•In some countries, use of computers is limited, or as is the case with the Library field, the Library of Congress is not used.

Question 10: What areas are you experiencing shortages in? Why? (91 responses)

•Process Engineering Skilled Trades.
•Diverse areas across the company all due to aging workforce and growth in demand.
•Nothing specific - in past Evening and Night positions have been difficult to fill due to the hours of work and a tight labour pool.
•None.
•Because of our expansion our talent needs tend to be in the area of program and product management.
•RNs in many centers all health care workers in Alberta and the Maritimes.
•None at this time.
•None.
•Scientific Professions.
•Supervision & trades.
•HR and management - no one wants to take it on!
•Factory workers because of the increase in big corporations in Southwestern Ontario.
•Skilled Trades, Mechanical Engineering.
•Heavy duty mechanics, heavy equipment operators and seasonal workers. They are able to make much more money in the oil patch and we, and other industries, are unable to compete.
•Administrative support due to archaic method of recording meeting minutes for a multitude of committees.
•Technical reinsurance accounting positions have been a difficulty for us this year. Our salary ranges are not up to market levels, so we are trying hard to do something about that aspect.
•Registered Dietitians.
•None at present.
•None.
•Alberta Ground Handlers - unemployment rate is at a all time low.
•None at present
•Programming and tech support as a result of lack of skilled applicants.
•Software Engineers, Animators and other artists.
•hourly workforce (ie. materials handlers), due to intense labour market shortages in our area (Alberta).
•Journey level trades people. Not enough women or aboriginal Canadians in trades, too few AB certified journey level trades people, competition from oil companies who pay much more than the market can bear.
•Journeyman Steel Fabricators, due to a lack of interest in the trades as an occupation.
•WASH BAY PERSONAL MECHANICS
•Tailors, seamstresses
•Entry level position with the commitment and dedication that we are seeking.
•Pharmaceutical Experience.
•None - other than job knowledge in our unique industry which we are in.
•Supervisory/management at the professional level. Have engaged services of head hunter. Technology is forcing corporation to revaluate paper qualifications of front line clerical staff whose positions may disappear in the next 3-5 years. Though these positions only require Grade 12, only those in a 2 year Library Technician's program or who have their diploma are being interviewed.
•Applied economics. Too few applicants have both experience and theoretical training.
•Senior level programmer. Many programmers of this caliber have left the province and it is too costly for a small company to recruit outside the country.
•Several "hot skills" areas, including electrical engineers, certified accountants and some trades.
•Engineering Skilled hi tech.
•Critical thinking - skilled tradespeople.
•All positions are short due to low unemployment in Alberta and a high competition for skilled and unskilled workers.
•Architecture Engineering - Structural and Electrical Construction Managers Carpenters. •Site Superintendents Business is booming and there is a real lack throughout Canada at the intermediate level in these areas.
•Various: engineering; marketing.
•Community Support Workers assisting adults with physical and mental disabilities.
finding good bilingual people outside of Quebec.
•Engineering/design. Salaries are higher in other centers, skilled workers leave for more pay, or are layed off to save money.
•Instructors in Engineering, Nursing, and Health Sciences fields; Process operators
trades, mining engineers, accountants
•Skilled tradespeople, general labourers.
•Technical people.
•Technical people.
•Engineering - very specific needs based on industry requirements which can be difficult to find in any market.
•Attendant care workers - in this field of work, our workers need to have the desire to do this job. The pay is fair and benefits for p/t staff are offered.
•Pharmacists and technicians - industry wide shortage.
•IT Workforce specialist.
•Production workers. Because they don't have much experience.
•Not experiencing a shortage.
•Engineers.
•Currently, there are many areas in Canada that need elevator mechanics. We are working with our local unions to try to find qualified candidates to help deal with the shortages. •From time to time we find it difficult to hire persons with elevator technology backgrounds.
•Marine engineers - lack of Canadian work available
•None so far - we are situated in a rural community. Skilled trades are harder to come by
•Currently no, but can foresee some in the future at various levels of the organization from executive directors to clerical.
•Long haul truck drivers. This is a Continent wide dilemma.
•We are in the automotive industry and would be willing to hire individuals as detailers, however if they have a certain skill set from their homeland, they do not want to start at an entry level job and work there way up.
•No where at the moment.
•Unskilled labour actually.
•Service Area
•The braintrust generation - those people 35-55 who have real understanding of why policy is in place, previous attempts/strategies and success/failure/pitfalls.
•Graphic Design - don't listen to company vision; feel they have all the artistic freedom in the world.
•None.
•High tech, medical.
•High Level Accounting, Management.
•None at present.
•Labourer and trades positions, there is a shortage every where.
•Critical in the trades. Available individuals do not match work force requirements.
•Legal assistants.
•Millwrights, Structural Engineers - plant is in remote location 45 - 60 minutes for major cities - gas prices too high.
•Mostly engineering - because of the specific environment we have.
•Developmental services sector full time and part-time staff due to low wages when compared with other sector like health care, education.
•.Net - More in demand by the industry.
•Sales professionals - lack of candidates with the appropriate experience in communications, relationship building and self-motivation.
•Office work Technicians (computer, building).
•Teachers tend to focus on one area of study. We tend to hire teachers with the potential to teach in more than one area. They are more adaptable to the demand of our students, and more flexible regarding what they will teach.
•We have difficulty recruiting Community Health Nurses, Mental Health Therapists, competent Managers and Accountants. To some extent the problems recruiting are due to the labour pool, but also due to our image in the media and the wages we can offer (being government-funded, our wages are often determined within a range, and for taxable staff, these are often not competitive wages).
•There is a current shortage of Logistics planning/coordination skills & CADD Drafters as other industries are competing for these candidates. Our primary shortages however are more related to non-skilled immigrant labour.
•Not known.
•Industry-specific positions, due to a general world-wide shortage.
•None.
•HR, scientific, policies.
•Medical Laboratory Technologists. Very few #'s in existing college programs. High demand for skill.
•None at the present time. Work shortages are usually in the plant and the reason being with the work environment.
•Skilled trades including engineering
•Counsellors in specific language areas.

Question 11: What value do you think a multicultural workforce brings to your company? (106 responses)

•Global insight; global networks; top talent tested in a global context; insight to multicultural markets in Canada; language skills.
•A multicultural workforce is just a reflection of the Canadian culture today. Having people with various skills who are eager to work is essential.
•Broad range of experiences.
•Diversity in style, knowledge of other countries and their practices, communication learning and continuous development, great ethnic food and song!
•Not sure.
•A variety of points of view and educational backgroundss. We have certain disciplines such as RF and antenna design where the scientific and RF/analog backgrounds of foreign candidates is superior to the digital bias we see here.
•Bring needed skills to the company.
•We have a very diverse workplace and this assists us in helping our diverse customer base. We have more solutions to issues and more cultural understanding.
•Nothing more or less than the individual ins and outs of working relationships.
•A multicultural workforce is essential for a modern day workforce. It is beneficial in trade relationships, communication with international partners, and is more reflective of the changing face of Canadian society.
•Variety of experience, talented education
•The ability to learn from someone who has travelled outside Canada; new cultures and beliefs; the frazzled North American culture can gain a great deal from those who are new and different than us!
•New ideas better integration - everyone "mixes" better.
•Varied work ethic.
•Good value.
•Different perspectives and values.
•Diverse viewpoints and experiences.
•We think it promotes open-mindedness amongst our staff.
•In positions that deal directly with the public, I think it's important that the workers are representative of the population in their community.
•In my view, it is essential. We are operating in a global industry; a broadened depth of knowledge/experience along with the understanding and respect for the business traditions is valuable. Not to mention the bilingualism attributes.
•It widens the scope of knowledge.
•A workforce that is representative of the clientelle it serves will provide a more positive customer service experience.
•We place a high level of value on diversity within our workforce. Diversity within the workforce fosters innovation by allowing people from a variety of backgrounds and experiences the opportunity to share divergent perceptions.
•Diversity - new ideas - different ways of problem solving
•We live in a multi-cultural country, having a multi-cultural workforce is a good representation of that and broadens people's awareness of the world around them.
•New perspectives and insights - opens borders.
•Brings a wealth of world and life experience. Can be very rewarding and enriching for all.
•Diversity is critical! We cannot effectively service our diverse customer base without an employee population that is equally diverse.
•Cultural expansion and awareness.
•A well diversified work force that reflects our client base.
•Creative ideas, cultural experiences.
•Diversity Different global perspective.
•A lot of value.
•Unsure, if any.
•Identification with the needs of the community in service/program development and delivery.
•Makes our workplace more interesting.
•We have a multicultural workforce (born in Canada or have Canadian citizenship). They add as much value as the rest of our employees. All equally skilled and share life experiences.
•No immigrants.
•It has the potential of enriching the work and social experience of our workforce and can bring fresh thinking to some of the issues we face.
•Most multicultural workforces are very family oriented and are committed to doing well.
•Different outlooks and perspectives -knowledge - diversity as seen by the external labour market, customers and the community.
•As we are a global company, we need to represent the the areas we service and sell to. A multicultural workforce accurately represents Canada.
•New ways of thinking and being effective. Bring a more global perspective to our design work.
•Significant.
•I feel that it bring a feeling of respect for people’s differences.
•Diversity of a new customer base.
•Our current workforce is very diverse and there is a lot of respect among colleagues. We also celebrate their culture - pot luck dinners where each brings a dish from their background.
•Multiculturalism? Just kidding. Perspective, training (often better than local), Non-North American work ethic (work), etc.
•Broader perspectives on issues and problems; greater ability to relate to a more diverse public.
•New ideas, globalisation vision.
•Education, exposure to differing cultures and points of view. A need to be open and receptive.
•I believe that a multicultural workforce will supply world experience needed for new ever growing global economy in Canada.
•I believe that a multicultural workforce will supply world experience needed for new ever growing global economy in Canada.
•New perspectives and ideas Demonstration of commitment to equal opportunity Representation of the communities in which we operate Ability for others to learn about different cultures and religions.
•Fresh ideas, new approaches, interesting backgrounds, new methods.
•Greater understanding of ourselves and the world, embaces the global community more readily.
•Other language, culture (we have 18 languages currently spoken on staff).
•Different approach, new ideas, contacts in the Global Market, etc.
•I am not sure.
•New experience, diversity, variety of approaches, cultural depth and awareness, and a unique connect to multicultural communities if that is your demographic make-up.
•A great deal. We are a diverse city and so are our customers. It is only natural to have our workforce reflect the city we serve.
•In the service industry, a multicultural workforce best reflects our multicultural customer base, creating a synergy with the customer. Additionally, there is an increased understanding and tolerance that naturally occurs between people of different cultures that work together, possibly leading to learning a "better" way of conducting business.
•Different perspectives and ideas, greater representation of the community in which we do business
•In a multicultural country having people from every corner of the world makes it a more enjoyable workplace. Its fun to be able to share stories with people from different places. •We are all different yet alike in so many ways. It’s also an opportunity to celebrate being Canadian. All of us have an immigrant connection - be it ourselves, parents or grandparents. Finally our organization is a Global company and when we have a diverse population it helps us deal with some of the issues that a Global company is challenged with.
•Respect w/ one another. Exploring other cultures.
•It demonstrates harmony no matter what culture or race you are
•Don't know.
•Very valuable provided the work performed meets the business plan objectives. All employees should be valued based on contribution. I was exposed to various cultures growing up and I think this experience was beneficial in my development and wish others would have been as fortunate. I do not see colours, I see people and celebrate them as unique. Consistency is not treating everyone the same, it is understanding there are differences and treating everyone with respect.
•I believe in diversity in the workplace. I believe it shows that the company is open, will to accept others as equals and everyone can grow from a multicultural experience.
•New ideas, diversity.
•Tolerance and appreciation.
•Represents our market much more so.
•Growing multicultural client populations mean that multicultural staffing understands issues/challenges/opportunities.
•Help the company better allign ourselves with our diverse network of clients - it's so helpful having a multitude of languagues ready to assist clients (it's surprising how much we've called upon the talents of our staff to speak languages other than French and English) - feedback from all members of our staff assists the marketing team in making our products and services accessible to a broader, more diverse audience.
•A number of our staff speak various languages, which helps our customer service. In general, I feel it enriches our company.
•Availability of skills, diversity, new ideas.
•A diverse culture that brings a wealth of experience from different view points.
•It offers cultural variety, I believe it encourages everyone to work together and provides growth to those that have never explored outside their own personal parameters/province/country.
•We live in a multicultural community so shouldn't we have a multicultural workforce.
•It provides perspective. A homogenous work force is limited in its ability to attract broad customers or innovate beyond a core mindset.
•diversity, expanded skill sets and knowledge.
•I'm not certain.
•Different perspective to problem solving; work ethic.
•Reflects our customer base / society; strength in diversity.
•Great value. new ideas and ways of doing things as well as promoting great work ethics.
•Experience.
•Different ways of doing things which can enhance a company's competitiveness. Insight into the culture and values of other nations and the ability to embrace diversity.
•Different point of views/ideas.
•Acceptance, understanding, desire to seek to understand, empathy and overall acceptance that different is okay
•Gives services that are more adapt to the need of a multicultural population.
•Variety of skill and experiences.
•This is Toronto... we are multicultural, so most Canadians are very accommodative...
•Because the students represent a multicultural majority, hiring immigrants helps to instill in the students that nationality is not an issue in learning new skills. We encourage life long learning and the upgrading of skills for all.
•Being a First Nation organization, there is potential to have a two-cultural workforce -- First Nation and the "original" immigrants (i.e. the white newcomers to North America). This can lead to tensions as the negative consequences of the arrival of the Europeans and the policies of the Canadian government (i.e. assimilation policies, outlawing of spiritual ceremonies, pass and permit systems, reserve system, residential schools, etc.) are still being felt today and impact both programming and administration. A multi-cultural workforce -- with recent immigrants -- brings a welcome diversity. Different histories, different experiences, different beliefs. different perspectives -- without the "baggage."
•Yes. We have a very diverse workforce which is able to meet the demands of the customers we serve.
•A multicultural workforce is extremely important to our company. We are highly dependent on the immigrant community to recruit workers.
•Helps to promote diversity, respect for other cultures, and respect for different approaches to work.
•Our clients are multicultural and international. A multicultural workforce assists in understanding and meeting client needs.
•Great value. We are a multicultural company, with operations in 7 countries.
•Different work ethics and techniques.
•International scope, international networks and economic relations, variety of knowledge applicable to a global world, communication skills to assist service delivery to first generation Canadians.
•It's not so much focusing on a multicultural workforce so much as what they have to offer skills wise. Employees respect other employees who have the necessary skills it takes to get the job done. There are highly qualified immigrants who could meet this requirement if we could only bridge their education quicker. That is their restriction.
•It brings fresh new and innovative ideas
•Our customers are located in different parts of the world and our company is all over the place so replicating that environment in our offices is a great asset since it makes us more aware and creative
•Diversity; an understanding and tolerance of other cultures/races/ethnic backgrounds.
•Great value -- enriches the culture, reflects the community where we work.

Question 12: Do you see the need to use different tools or services to assess skilled immigrants’ qualifications, education or experience? (133 responses)





Demographic information

Question 13: What best describes your title (127 responses)



Question 14: Is your company: (130 responses)



Question 16: How many employees does your organization have? (132 responses)



Question 17: In what jurisdiction do you have employees? (Check all that apply.) (132 respondents provided 352 reponses for this question)

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