Hays 1616380

OPTIMISM REMAINS AMONG EMPLOYERS
WHILE ALBERTA WEATHERS THE STORM

The 2016 Hays Compensation, Benefits,
Recruitment and Retention Guide
#EmployersSay
Contents
Highlights from Survey
Foreword
Canada at a Glance
Key Findings & Recommendations
Hiring Insights
10
Compensation Insights
28
Market Confidence
34
Salary Guide
46
Accounting & Finance
48
Architecture & Interior Design
62
Construction
68
Human Resources
84
Information Technology
93
Legal
106
Life Sciences
112
Manufacturing & Logistics
120
Marketing
128
Office Professionals
134
Oil & Gas
142
Procurement
147
Property & Facilities Management
155
Resources & Mining
170
Sales
178
About Us
184
1 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide
KEY HIGHLIGHTS FROM OUR SURVEY
58%
36%
52%
34%
66%
22%
of employers say they believe business

activity will increase in 2016
of employers say the skills shortage has
negatively impacted their business activity
of employers say the economy will

remain static in the coming year
of employers say they plan to increase
their permanent headcount in 2016
of employers say they plan to utilize the same

number of flexible staff in 2016 as 2015
of employers say they plan to increase
salary levels between 3 and 6%
FOREWORD
but encouraging glimmers of hope within Alberta, with 48 per cent saying it will remain the same.
More than half (53%) plan to maintain their current staff levels in 2016 and onethird believe
business will pick up during the year, which suggests that many feel the economic downturn
has leveledoff. This will be an interesting story to watch in 2016. If the price of oil does begin
to recover as global forecasts indicate, Alberta could see a big spike in recovery results midway
throughout the year. Only time will tell.
The confidence and optimism story varies once again when Hays Canada Salary Guide poll
responses are split across different industry sectors. Employers in IT and telecommunications,
construction, banking and financial services report being the most optimistic for the year ahead,
all of whom said they have plans to increase headcount to support big expectations for 2016
business activities. Therein lies the challenge. These five industry sectors have ambitious plans
for the coming year, however, they simultaneously face some of the most severe candidate
shortages in the country. We predict fierce competition for top talent in these sectors.
Despite a turbulent year, Canadian employers, on the whole, remain optimistic

going into 2016. This may be hard to believe based on global economic
conditions and the oil and gas downturn, but against these odds, Canadian
employers report feeling relatively unaffected. For example, 67 per cent of
employers in British Columbia (BC) predict an increase in their business in
2016 and 65 per cent of Ontario employers share in this sentiment. To go
one step further, these same employers may not be planning a hiring spree
but they do feel confident in their ability to hold steady. Encouragingly,
41 per cent of BC employers plan to increase their permanent headcount
in the coming year while slightly more than onethird (37%) of Ontario
respondents intend to follow suit.
This is not to say that employers havent run into issues. Theyve seen the news and many
have experienced big bumps in the road, however, rather than making any radical changes,
theyve adopted a slightly more conservative economic outlook while keeping both hands
firmly on the wheel. Fiftyfour per cent of employers from BC and Ontario believe the
economy will remain at its current level in the coming year, while a much smaller number (29%)
believe it will strengthen. What accounts for the negative outlook? Not surprisingly, employers in
Alberta report a much different state of affairs due, in large part, to the drop in the price of oil.
The impending talent scramble

Each year, our Salary Guide examines the candidate skills shortage and its impact on wage
pressures and the time it takes employers to recruit. Interestingly, employers have identified
new challenges that have risen in prominence over the skills shortage. Low company profile
and reputation top the list as atypical problems affecting hiring processes. This is an interesting
conundrum, and one that we often talk about. The advent of digital, social media and the
ability to attain information in realtime has completely changed the recruitment game.
Because Canada is considered a talentshort market, candidates are regularly approached with
competitive opportunities. This is great news for those who might be looking for their next
opportunity but how a company presents itself online and interacts with candidates in the
digital space will make or break an employers ability to attract and retain staff.
Based on the 2016 Hays Canada Salary Guide findings, the coming year could prove to be very
challenging from a recruitment and retention perspective. If the price of oil rises, we anticipate
Alberta employers will charge full steam ahead aiming to significantly increase business activity
levels. The potential scramble for talent in an already short market should serve as a caution to
other employers regardless of sector. I encourage all employers, from all regions and industries,
to plan ahead. In times of downturn, take advantage of the present to develop a recruitment
strategy, build a candidate pipeline and start engaging with potential employees. Doing so will
ensure that when companies are ready to recruit, they will have the talent and resources available.
Rowan OGrady
President
Hays Canada
Optimism varies by province

Sentiment among Alberta respondents is markedly different than the rest of Canada.
Fiftytwo per cent said their business activity decreased in 2015 and a large number (43%)
of Alberta employers were forced to make the unfortunate decision to reduce staff. The impact of
this decline in business and cuts to staff are clearly reflected in employers 2016 outlook, with just
14 per cent believing that it will strengthen in 2016. There are however, some small
2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 4
CANADA AT A GLANCE
Ontario
TEMPORARY/CONTRACT HIRING TRENDS IN CANADA
Contract work has grown at a rate that is nearly three times faster than permanent jobs.
With hundreds of thousands of contractors, Uber has a ratio of contractors to employees
which is nearly 10:1. The economy of sharing is here to stay, and the sharing of jobs is a huge
part of this emerging market. Contract and temporary workers have allowed Canadian
companies to manage slow and busy periods without going through mass layoffs,
or sacrificing the high expectations of their customers. These opportunities allow
workers to earn a competitive wage, while padding their resumes and gaining
invaluable work experience.
Travis ORourke, Director, Contract Division
British
Columbia
With a diverse business base, boosted

by the recovering US economy, BC is
well-positioned for good economic
performance. Demand in areas such as
trades, construction and IT outweighs
the current candidates in the market and
recruitment and retention will remain a
challenge for most employers. Overall,
the outlook is increasingly that of a
skills gap versus a skills shortage as
employers face a mismatch with the
availability of workers with the right
qualifications compared with the
number of people available for work.
Jackie Burns, Vice President,
Western Canada
Central
Canada
2015 has been a challenging year in the

Prairies, where the global oil price drop was
especially strongly felt. Overall employers have
now adjusted to the new economic conditions
and are hoping for a more stable 2016.
Jim Fearon, Vice President, Central Canada
The region is experiencing increased activity

in export demand and manufacturing due to
the lower Canadian dollar, and were also seeing
increased investment in life sciences within the
Greater Toronto Area. Due to the falling oil price
and changing demand for labour in Alberta we
have seen a small surge in candidates moving
from that area. These candidates are taking
lower salaries than they were receiving in
Alberta, but this is still pushing compensation
up in some industries and we expect 2016 to
get more competitive with salaries.
Louisa Benedicto, Director, GTA
Eastern
Canada
Overall 2015 has been a steady

year for Eastern Canada, with IT and
construction seeing especially high
demand for candidates. The federal
election in October meant some
slowing of hiring in the public sector,
which is likely to pick up again in 2016.
We are seeing more confidence in the
market but many employers are making
hiring decisions reactively instead of
strategically and we would recommend
assessing current and future needs in
order to be able to implement a hiring
plan that supports business goals.
Soley Soucie, Director, Eastern Canada
PERMANENT HIRING TRENDS IN CANADA

An increasing number of our clients are looking at how they can stay ahead of their competition
by attracting passive job seekers. In order to attract the best talent they are promoting their
brand and employee value proposition online and through social media. The challenges that they
recognize are that developing a meaningful content strategy is complex and resource intensive
and it takes time to build up a large enough network to promote their message. Only by having
a consistent and committed focus will they be able to compete for top skills in the coming year.
Andy Robling, Vice President, Client Development
KEY FINDINGS & RECOMMENDATIONS

It is no secret that turbulent market conditions worldwide have affected
business here in Canada. As a result, we wanted to provide key insights
and recommendations to employers that maybe arent in full growth mode.
The following are key insights and recommendations based on findings from the sixth annual
Hays Canada Salary Guide and are intended to support employers development of effective
human capital strategies for the medium to longterm.
Succession planning is no longer a

nicetohave
Potential candidates have stated clearly
that career progression is important,
however, employers have failed to act
on this demand as evidenced by the
small proportion of employers who
said they have succession plans in place.
This could be the result of employers
view that succession efforts should be
kept confidential rather than leveraged
as a retention and recruitment asset.
Recommendation
Current staff and potential candidates
want to know that a company can support
their career aspirations and making that
information available can be a competitive
advantage. During a time of pause,
employers should consider building
succession plans that demonstrate
an investment and commitment to
employees. Doing so will support growth
plans when the business is ready to go full
steam ahead. Also develop an internal and
external communication plan that informs
staff and potential employees about
opportunities for growth.
Talent wont just be available, build a

pipeline
Yearoveryear, employers say Canada
has a skills shortage, which is affecting
their business activity and productivity
levels. Employers also note that recruiting
is getting more difficult and the time
required to recruit is causing pressure
on hiring managers.
Recommendation
Competition for professional, skilled
candidates is fierce and employers need
to work on identifying people long before
theres an actual need. Companies that
achieve the most recruitment success
typically concentrate efforts on raising
their profile and developing relationships
with potential candidates over social
media. Creating this type of talent pool
or pipeline of engaged candidates gives
an employer quick access to familiar
candidates when hiring activity ramps
up. Ultimately, the goal is to combat the
skills shortage and improve the odds of
sourcing the right talent by building a
goto network even if recruiting plans
are several months away.
Addressing awareness issues as a

top employer is critical for longterm
planning
Employers across multiple industries and
regions note that competition for top
candidates continues to build. For the first
time in two years, employers across the
country said an entirely new set of issues
has started to eclipse more traditional
concerns such as salary. Low company
profile and reputation now top the list of
challenges that further compounded their
struggle to attract candidates.
Recommendation
Defining exactly why a candidate would
want to work for an organization is a
key part of an effective employer value
proposition. Creating one can be a
difficult task but it can help build the
type of profile and reputation

prospective employees are seeking.
Once defined, employers should
incorporate the resulting messages
into a range of content and collateral
assets such as webcopy, job postings
and even conversations with individuals
within the companys growing talent
pipeline. Getting this right is part of an
effective recruitment strategy and could
be what makes or breaks a companys
ability to attract the best talent.
Training is key to workforce planning

Canadian employers report being in
a conservatively optimistic frame of
mind and many expect growth in 2016.
Nevertheless, theyre also very cognizant
of the bottom line and salary increases
will stay below the three per cent mark.
Further to this employers continue to feel
wage pressure, especially at the senior
management level where there is more
competition.
Recommendation
As part of an effective succession
plan, develop an internal training
program that can support staff in
their progression within the company.
Hiring less experienced staff or
temporary to permanent staff is a
cost-effective aid to support existing
workforce, while conscientious of the
bottom line and supporting longterm
planning.
Protect your people assets with better

engagement
Retention and recruitment is a
growing concern for employers.
Career progression, professional
development and salary increases
are key reasons why staff leave an
organization. These facts may be
true but our Guide shows a disconnect
between employee expectations and
what employers have planned for 2016.
For example, employers plan nominal
salary increases next year and the
majority said theyll do so based on
performance and tenure. Employees,
on the other hand, are in the dark on
when any of this will occur and lack
insight on what merits a bump in pay.
The same can be said of training and
development. Employees consider it
very important but employers seem
unaware of their expectation.
Recommendation
Keep the lines of communication open
with staff. Ensuring transparency around
salary expectations, performance
reviews and their alignment with
business goals goes a long way in
avoiding disgruntled personnel. Also
consider that an employers definition
of what merits a raise may not be clear
or viewed as fair to all staff levels and
age groups (e.g. millennials) and can
result in disappointment and retention
problems. Employers are advised to look
at how reviews are conducted, factors
that warrant pay increase and increase
flexibility in how theyre administered
such that they address differing levels
of expectation. Lastly, employers that
embrace staff training and development
in addition to wage, dramatically increase
their ability to not just retain staff but
recruit new candidates.
HIRING INSIGHTS
Hiring insights
HIRING OVERVIEW
Hiring remains steady year-on-year in provinces outside of Alberta.
Alberta employers saw a decline in 2015 and now plan to keep
headcount numbers consistent with these lower levels in 2016.
Employers hiring plans in provinces such as Ontario and British
Columbia are consistent with 2014 forecasts.
Permanent hiring
Looking at the national overall hiring picture, it appears there has been a slight decline
in actual permanent hiring activity since 2013. Further to this, it also appears there has
been a slight increase in the number of employers who decreased headcount.
However, when looking at trends by employers in specific provinces, hiring plans in Ontario
and British Columbia (BC) remain consistent and in-line with previous years. Employers from
BC are the most optimistic across the country, where 40 per cent said they increased their
permanent headcount in 2015 and 41 per cent plan to increase their permanent headcount in
2016. Employers in Ontario share in this sentiment, with 37 per cent who increased headcount
in 2015 and 38 per cent plan to in 2016.
BC permanent hiring
70%
60%
50%
Employers hiring plans versus actual additions to permanent headcount four year analysis
40%
60%
30%
Trend
50%
20%
40%
Predicted increase
Actual increase
10%
30%
Predicted remain
the same
20%
Actual remain
the same
10%
Predicted decrease
Actual decrease
2013
0
2013
2014
2015
2014
Actual increase
Actual remain the same
Predicted increase
Predicted remain the same
Actual decrease
Predicted decrease
2015
2016
Trend
2016
Ontario permanent hiring

In 2015, 34 per cent of employers across Canada said their permanent headcount increased,
which remains their plan for 2016. While 28 per cent of employers ended up decreasing
permanent headcount in 2015, 51 per cent said they plan to keep their permanent staffing
levels the same in 2016.
Over the past 12 months, permanent staff

levels in your department have:
In the upcoming year, you expect permanent

staff levels in your department to:
33.8%
33.8%
28.2%
Increased
Remained the same
Decreased
60%
50%
40%
Permanent hiring 2015/16
38.0%
70%
15.3%
20%
10%
Increase
Remain the same
50.9%
30%
Decrease
0
2013
2014
Actual increase
Predicted increase
Actual decrease
Predicted decrease
2015
2016
Trend
Hiring insights
Hiring insights
Employers in Alberta however, continue to feel the effects from the oil and gas downturn.
In 2014, 41 per cent of employers in the province increased their permanent headcount
whereas 43 per cent made reductions in 2015, attributable to turbulent market conditions.
For 2016, 53 per cent of employers plan no headcount changes and expect to hold this
stance until the price of oil increases.
Thirty-four per cent of employers nationwide said they have immediate plans to hire and will
continue for the next three to six months. This could result in strong competition for talent in
the first half of the year and could be further compounded if the oil and gas market improves.
Ultimately, these insights reveal that employers across Canada may face challenges finding top
talent throughout 2016.
Temporary/contract hiring
Similar to our 2015 Salary Guide themes, employers across Canada are more precise with
temporary and contract hiring. Twenty-four per cent of employers increased their temporary
and contract staff, which fell in line with forecasts. Over 60 per cent of employers predicted
that their temporary and contract staff needs would remain the same in both 2014 and 2015.
These expectations were realized and 2016 forecasts remain consistent.
Employers plans for hiring versus actual additions to temporary headcount

four year analysis
60%
Alberta permanent hiring
Trend
50%
70%
60%
40%
Predicted increase
Actual increase
50%
30%
Predicted remain
the same
40%
20%
Actual remain
the same
30%
10%
Predicted decrease
Actual decrease
20%
0
2013
2014
2015
2016
10%
0
2013
2014
Actual increase
Predicted increase
Actual decrease
Predicted decrease
2015
See Figure 1 for industry comparisons, page 26.
2016
Please indicate how temporary/contract

staffing levels have changed in terms of
years experience over the last 12 months.
100%
Please indicate how you expect temporary/

contract staffing levels to change in terms
of years experience over the next 12 months.
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
Years of experience
35
69
1014
15+
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Did not hire temp staff
Remain the same

We do not hire temp
Hiring insights
Hiring insights
International recruitment
Fewer Canadian employers hired candidates from overseas in 2015 than previous years and just
slightly more plan to sponsor/recruit qualified international candidates in 2016.
80%
When asked about the biggest barriers to sponsoring or recruiting qualified candidates,
46 per cent of employers said it was a result of the burdensome and lengthy process rather
than the availability of qualified international candidates. Further to this, when asked about
government programs such as the Temporary Foreign Worker Program (TFWP), 35 per cent
said it made recruiting either more difficult or had no impact on their ability to hire international
candidates. Half of respondents (50%) said they had not taken advantage of TFWP and just
five per cent of respondents noted the program made it easier for them to recruit.
60%
What would you say are the biggest barriers sponsoring/recruiting qualified
overseas candidates?
International recruitment activity 20132016
2013
2014
2015
2016
50%
40%
Overall predicted
Overall actual
2013
2014
20%
2015
2016 pedicted
0
Mining
IT
Oil & Gas
Pharma
40%
30%
20%
Construction
10%
Over the last 12 months, did you sponsor/recruit overseas candidates?

9.7%
Language
barriers
Low government
incentive
Yes
No because we werent hiring, but would consider
18.1%
9.0%
11.2%
52.9%
Lack of relative
experience
Burdensome/
lengthy
immigration
process
I dont consider
there to be any
barriers
Other
No only hired domestic candidates, but would consider

No we do not provide sponsorship for overseas candidates at this time
Unsure
The skills that are in demand in our sector are the Technicians, Mechanics and other
technical skill holders. Foreign trained workers are an essential part of our industry and
economic growth.
In this upcoming year, if recruiting, would you consider sponsoring/recruiting qualified
overseas candidates?
Nestor Plawiuk, President, Multivac Canada Inc.
5.4%
11.6%
17.8%
44.5%
Yes for all areas

Yes only in skill shortage areas
Undecided
No for all areas
Unsure
20.7%
Hiring insights
Hiring insights
RECRUITMENT CHALLENGES
A lack of available internal resources hinders employers ability to effectively
recruit and the time required to hire the right person puts both staff and
hiring managers under internal workplace pressure.
Internal resources hindering effective recruitment activity
Sixty-seven per cent of employers said that a lack of internal resources hinders their hiring
processes. Eighty-one per cent said they experience difficulty hiring for middle management
levels. Seventy-eight per cent said senior management level positions are difficult to fill.
How difficult? When asked, 40 per cent of respondents said they are experiencing quite a bit
to a great deal of difficulty sourcing senior candidates (percentages hold steady with previous
year analysis). Fifty-three per cent of employers said it takes them two to six months to recruit
candidates for roles where talent is short, which is up five percentage points from 2015 levels.
According to employers, not being a fit with a role, organization, manager or team is the
number one reason a candidate leaves an organization. Finding the right match is a difficult
task. Employers said the time required to recruit makes it difficult to allocate enough resources
to recruitment tasks such as a reviewing resumes.
Time employers are allocating to reviewing resumes
30%
25%
20%
15%
10%
Based on seniority levels, please indicate the level of difficulty youve experienced in
recruiting recently.
100%
80%
Significant difficulty
Difficulty
60%
Moderate difficulty
Little difficulty
No difficulty
40%
A few hours
One day
Two to three
days
One week
More than
a week
N/A
Twenty-five per cent of employers believe it is more difficult to recruit compared to last year,
which is three percentage points up from 2014. Eighty-five per cent of employers said their
existing workload results in moderate to extreme levels of pressure when recruiting while a
third report high to extremely high pressure due to existing workload.
It is more difficult to fill vacancies today, than compared to:
100%
20%
0
2015
2016
5%
Junior staff
Junior to middle
management
Senior
management
C-level/
Executive staff
80%
Strongly agree
Agree
60%
Undecided
Disagree
Strongly disagree
40%
20%
How long does it take you to fill your open positions?
Last year
Last 23 years
Last 35 years
Over 5 years ago
>6 months
When recruiting, how much pressure employers feel as a result of workload
26 months
40%
2 weeks1 month
Roles you dont deem as candidate short
Roles you deem candidate short
<1 week
10
20
30
40
50
60
70
% of Employers
35%
30%
25%
20%
15%
2015
2016
10%
5%
0
Extremely
large amount
Very large
amount
Large
amount
Moderate
amount
Small
amount
Very small
amount
Extremely
small amount
Hiring insights
Hiring insights
CANADAS SKILLS SHORTAGE

Canada still faces a skills shortage nationwide and the majority of employers
believe this negatively affects their industry and in turn, impacts business
activity and growth plans.
The skills shortage continues to be a main market challenge
Sixty-one per cent of employers believe there remains a skills shortage in Canada and
78 per cent of employers feel that the skills shortage affects their industry and hiring plans,
creating moderate to extreme recruitment difficulties (results flat with last years figures).
Generally speaking, do you feel Canada
suffers from a skills shortage?
Difficulty level department faces in

recruiting top talent
4.4%
Employers said the main reason for the skills shortage is the lack of training and professional
development available, which employers recognize is something that they themselves can
address. A close second is too few people entering the job market or their industry, which is
two percentage points more than 2015. When asked what employers believe is the main reason
for too few people entering their industry a significant portion attribute this to competition
from other markets. Of the employers who feel competition from other provinces, 20 per cent
say it often comes down to salary.
Where do you feel the most competition comes from when trying to recruit top talent?
5.1%
4.3%
Businesses within my own province
Extra-provincial businesses
4.2%
6.2%
U.S.-based businesses
International businesses
5.0%
11.6%
Strongly agree
Agree
Disagree
Strongly disagree
34.2%
Other
6.0%
16.0%
24.0%
No difficulty
Very little difficulty
80.2%
Moderate difficulty
Significant difficulty
Extreme difficulty
49.8%
49.0%
Why do you think this province is most attractive to top candidates?

High salary levels
Work/life balance/allure
Main reason for skills shortage in your industry
Economic outlook
Business growth
40%
Industry growth
35%
Better benefit offerings
30%
Incentives i.e. bonus
25%
Relocation packages
Other
20%
15%
10%
2015
2016
5%
0
Lack of training
& professional
development
available
Fewer people
entering the job
market in your
industry
People
relocating to
other regions
People leaving
to join a different
industry
10
20
30
40
50
60
70
% of Employers
Retirement
Hiring insights
Hiring insights
Awareness the silent killer

Employers said the number one reason too few people enter their industry is an incorrect
perception or stereotype. Further to this, a lack of awareness of opportunities in universities
and colleges is considered a problem. When asked who is responsible for tackling this issue,
the majority of employers believe its their job rather than educational bodies or government.
Further to this, a significant portion (17%) of employers also feel that competition is driving
people away from their industry.
The awareness issue is affecting more than just people entering the industry. For the first time
in two years, challenges other than the skills shortage and salary levels are affecting employers
ability to recruit. Employers said their company reputation and low profile are the biggest
hindrances to effective candidate recruitment.
Main recruitment challenges three year analysis
80%
What do you think the main reason is for fewer people entering your industry?
10.9%
17.1%
22.1%
1.8%
60%
Lack of awareness of opportunities in grade school

Lack of awareness of opportunities in university/college
11.8%
18.9%
11.2%
6.2%
70%
50%
Time required to complete necessary education/training

Cost of education/training
40%
Perception/stereotyping
Glass ceiling
30%
Competition for roles/opportunity

Other
20%
10%
0
2014
Who do you feel should be responsible for tackling the issue of too few people
entering the industry?
50%
40%
2015
2016 predicted
Candidate/Skill Shortages
Salary Levels
Candidate/Skill Shortages
Salary Levels
Lack of people entering the market

Lack of internal resources
Lack of people entering the market

Lack of internal resources
Company reputation
Low company profile
Company reputation
Low company profile
Employers have acknowledged how perception issues impact new people pursuing careers
in their respective industries. Fierce competition and non-traditional recruitment challenges
(traditional being the skills shortage and salary levels) only complicate matters further.
As a result, effective workforce planning and reputation building have grown to be top
employer priorities. The Catch 22, however, is the lack of internal resources available to
support such strategies.
30%
20%
10%
0
Organizations/
businesses
Government
Educational
bodies
Industry
groups
No one
Hiring insights
Hiring insights
ADDRESSING THE TALENT SHORTAGE

The Canadian workforce is ambitious. The majority of employees
aspire to senior or executive level positions, however, their employers
arent proactively managing or acknowledging this goal, which causes
recruitment and retention concerns.
Career progression the deal breaker?
In addition to recruitment difficulties, 61 per cent of employers also said they have moderate
to extreme difficulty holding onto staff. Employers cite career progression as the number
one reason for their retention issues. Advancement supersedes salary levels and immediate
management (traditional challenges). Considering that 45 per cent of professionals aspire to
senior management levels and 29 per cent have their eye on the c-suite or presidents position,
its not surprising that employees are willing to leave a company that doesnt support their
career path.
The second biggest reason for employers retention challenges is the competitive market for
top talent. Interestingly, when asked how employers make their company more attractive to
potential candidates, promoting career progression is last on their list. Employers prioritize
salary or benefit packages over opportunities for growth. This could be connected to the
number of employers that admit to not having a succession plan (33%). Of the employers
that do have a succession plan in place, nearly three-quarters (70%) said less than 10 per cent
of their staff are aware one exists.
How are you making your company attractive to recruit top talent?
Offering competitive salary packages
Promoting company culture
Offering competitive benefit packages
Offering training and professional development
Promoting career progression
Nothing
0
Reason for retention challenges
10
20
30
40
50
60
70
% of Employers
Career progression
Competitive market for top candidates
Salary levels
Culture/company reputation
Does your company have a succession plan?
Immediate management
Benefits
40%
Non-monetary reward and recognition
35%
Learning and development
30%
Other
25%
0
10
20
30
40
50
60
% of Employers
20%
2015
2016
15%
10%
5%
0
Yes
No
Unsure
Please select the category that best represents your career aspirations
In the process of
implementing
2.9%
2.9%
7.8%
28.5%
12.7%
C-Suite/President
Senior management
Middle management
Cost of education/training
Sole proprietor/incorporated
Seniority level is not important
45.2%
Other
I am constantly networking both online and in person to identify talent and to let people
know what has been happening at Parmalat Canada and why its such a great place to work.
Internally I have been identifying talent for either promotion or lateral movements to develop
skill sets and keep people engaged, learning and growing.
Taras Korec, National Vice President, Supply Chain, Parmalat Canada
Hiring insights
Hiring insights
What percentage of your staff are aware of, or actively involved in your succession planning?
3.6%
Lack of industry knowledge
<10%
1025%
3.2%
6.4%
Lack of soft skills (i.e. work ethic, interpersonal

communication, time management, etc.)
2650%
15.1%
Concerns around hiring less experienced workers or new graduates
Lack of hard skills (i.e. writing skills, technical

appitude, basic accounting, etc.)
5175%
76100%
Loyalty
71.7%
Cost of training
No concerns
0
Based on the findings, employers have yet to tackle succession planning despite its importance
to employees, and key role in recruitment and retaining staff. This could be a result of employers
looking at succession plans as a confidential asset, as opposed to an attraction and engagement
tool, or employers not understanding the importance a succession plan is to their staff.
Hiring younger generations or new graduates
When asked if employers hire new graduates or less-experienced professionals, 65 per cent
of employers said no, they arent proactively targeting new graduates in their attraction
strategies, and cited a lack of industry knowledge as the primary reason for their decision.
Hiring entry-level professionals is a cost-effective way to acquire the talent needed to
support existing workforces but requires an employers commitment to training and
professional development.
Are you actively recruiting new graduates
(no experience)?
What percentage of employees hired

within the last 12 months have been
new graduates (no experience)?
Yes
No
35.5%
110%
1120%
5.6%
5.6%
20
30
40
50
60
70
% of Employers
Presenting younger generations or less experienced candidates with opportunities that have
career growth and training is attractive and may help improve retention of existing staff, as a
result of the added resources.
Do you believe the expected learning outcomes of post-secondary education matches the
expectations of todays employers?
0.9% 1.9%
Far exceeds expectations
Exceeds expectations
15.9%
40.2%
Meets expectations
Meets some expectations
Does not meet expectations
41.1%
2150%
51%+
20.6%
64.5%
10
68.2%
We are moving away from the classic objective setting and annual performance evaluation
models of measuring employee contribution to our success. Our focus is on the retention of
human talent rather than acquisition of readymade talent. Our experience is that in specialized
biopharmaceutical areas, there is no perfect talent match, so invest in developing and retaining
rather than focus on attracting talent.
Sri Adapa, General Manager, Octapharma Canada
Hiring insights
Hiring insights
FIGURE 1 INDUSTRY COMPARISONS

Permanent hiring by industry
In the upcoming year, you expect permanent staff levels in your department to:
Permanent hiring by industry

Over the last 12 months, permanent staff levels in your department have:
Increased
Increase
Remained the same
Remain the same
Decreased
Decrease
Banking & Finance
Construction
33.9%
37.2%
44.7%
34.7%
21.4%
28.1%
Manufacturing
31.0%
Government
& Non-Profit
Banking & Finance
Construction
Government
& Non-Profit
35.4%
44.5%
41.1%
38.5%
29.3%
51.5%
30.7%
42.8%
46.9%
67.7%
13.1%
24.8%
16.1%
14.6%
3.0%
Oil & Gas
12.8%
IT &
Telecommunications
Pharma
Professional
Services
Manufacturing
40.4%
27.9%
35.0%
34.1%
58.1%
48.0%
25.5%
14.0%
17.0%
Oil & Gas
11.8%
IT &
Telecommunications
49.5%
38.6%
11.9%
Pharma
Professional
Services
44.7%
34.9%
46.8%
58.1%
8.5%
7.0%
24.5%
52.9%
40.0%
29.0%
Property &
Facilities
36.8%
62.7%
Resources & Mining
24.5%
Property &
Facilities
34.9%
20.4%
42.5%
20.7%
35.3%
Resources & Mining
16.3%
42.9%
54.7%
55.1%
10.4%
40.8%
COMPENSATION INSIGHTS
Compensation insights
COMPENSATION OVERVIEW
Are turbulent markets affecting salaries?

Sixty-one per cent of employers note that there has been no change in being able to hire
professionals at a less than usual rate, and the same proportion of employers note that they
do not plan to offer lower than usual rates as a result of the downturn (which we attribute to
candidates still demanding market rates).
Employers are increasing salaries, but at a slow rate of less than

three per cent, and although willing to increase salaries to attract
top talent, not all employers are meeting market demands.
Salary level increases
Yearonyear, employers continue to increase salaries, but growth is slow at less than
three per cent. In 2015, 49 per cent of employers increased salaries by up to three per cent,
and 52 per cent plan to increase salaries at this same level in 2016. Looking back to 2012,
37 per cent of employers increased salaries between three and six per cent, which has
declined considerably, as just 22 per cent of employers anticipate salary increases between
three and six per cent in 2016. Consistent with last year, just 15 per cent of employers plan
no salary changes.
As a result of the oil & gas downturn,

have you been able to hire professionals
at a lower than usual rate?
As a result of the oil & gas downturn,

how likely are you to offer lower than
usual compensation rates when hiring
in the next 6 to 12 months?
2.7%
14.5%
4.4%
15.9%
Very much
Somewhat
No change
Not much
5.7%
Percentage employers increased salaries by five year analysis
9.2%
12.2%
13.8%
No change
Unlikely
Not at all
70%
Highly likely
Likely
Highly unlikely
61.2%
60.4%
60%
50%
40%
Trend
30%
20%
<3%*
3% to 6%
10%
6% to 10%
>10%
0
2012
2013
2014
2015
2016 predicted
Paying market rate a key factor

Nearly a third of employers are not paying employees competitive salaries and are unaware of
current market rates. In addition, over a third of professionals believe they dont get paid at the
market rate. This could be a result of a decline in the rate at which companies are increasing
salaries, in an effort to improve the bottom line.
Do you think your company offers competitive salaries with the market rate?
60%
50%
40%
*Included in the <3% bar are those employers offering 0% increase.
30%
2015
2016
20%
10%
0
Salary level increases 2015/16

What percentage did you increase salaries
by in the last 12 months?
3.5%
1.5%
6.2%
What percentage do you expect to raise

salaries by over the next 12 months?
2.4%
15.7%
0%
<3%
3% to 6%
6% to 10%
24.4%
48.7%
1.0%
6.0%
15.8%
3% to 6%
6% to 10%
22.5%
>10%
We had a salary freeze
0%
<3%
52.3%
>10%
We will have a salary freeze
No
Unsure
Unaware of market rates
Do you think your own personal salary is competitive with market average?
60%
50%
40%
30%
2015
2016
20%
10%
0
Yes
Yes
No
Unsure
Unaware of market rates
Despite being reluctant to make significant increases to salaries, employers are still willing to
alter compensation plans to attract niche or top talent for strategic roles. However, salary is
just one aspect of an effective recruitment strategy.
As a result of wage pressure, what areas of your compensation package do you plan to
increase (if any) in order to more effectively attract the right candidate?
100%
Have you altered your compensation plans to attract top talent?
36.2%
80%
Yes
I plan to in the next 12 months
17.5%
6.7%
Base salary
Performancerelated bonus
No, but would consider it

No, due to restricting factors (i.e. budget, unionized, enviornment, etc.)
Benefits package
Comission levels
N/A
60%
40%
39.6%
20%
Salaries may be increasing at a slower than expected rate, but employers still feel wage
pressure at the mid to senior management levels. To counteract this pressure, employers
are looking to add performance related bonuses in 2016, which is in line with 2015 actions.
A small portion of employers are also reviewing base salary levels.
Wage pressure your company is experiencing
100%
Excessive pressure
Fairly high pressure
80%
Some pressure
Very little pressure
No pressure
60%
Junior
When do you expect your next base

salary increase?
8.8%
6.1%
28.7%
19.6%
Junior
Midlevel to
management
Senior
management
Director to
CSuite/Executive
Senior
management
Director to
CSuite/Executive
Expectations misaligned?
Canadian employers said the majority of their employees received a salary increase in 2015
and the majority of Canadian employees expect similar pay hikes in the coming year. In fact,
expectations for salary increases remain high among employees, as 65 per cent of employees
believe theyll receive a raise in 2016.
40%
20%
Midlevel to
management
<6 months
6 months to 1 year
1 to 2 years
>2 years
N/A
36.8%
When was your last base salary raise?
10.8%
9.9%
20.4%
<6 months
6 months to 1 year
1 to 2 years
>2 years
N/A
19.3%
39.6%
When asked what merits a salary increase, 50 per cent of employers noted performance and
tenure. Placing such a big emphasis on the length of time someone has worked for a company
may not be an effective approach given that the average age in the Canadian workforce is
dropping and younger employees have much different expectations with respect to how salary
increases are awarded. Employers should consider reviewing their approach to salary increases
to keep younger generations engaged.
In your organization what merits a raise?
Tenure only
Performance only
10.4% 6.8%
31.5%
Tenure and performance

Other
51.3%
Compensation plans your company offers to your employees
17.0%
Annual salary only

Salary plus commission
22.0%
10.0%
10.0%
10.0%
29.0%
2.0%
100% commission
Annual salary plus bonus
Annual salary plus overtime pay
Annual salary plus overtime pay plus bonus
Hourly/daily pay
We see it as critical, for staff engagement and firm sustainability, to mentor, develop and
compensate staff for the value they create. As we succeed, so do our staff, in both compensation
and career growth opportunities.
Rhonda Klosler, Partner, Chief Operating Officer, Collins Barrow Toronto
MARKET CONFIDENCE
Market confidence
BUSINESS ACTIVITY OVERVIEW

Despite market conditions as a result of the oil and gas sector downturn,
employers outside of Alberta are cautiously optimistic about business
activity for 2016, just slightly more conservative than previous years.
Business activity national picture
This past year, national business activity levels declined sharply. In 2014, 57 per cent of
employers reported an increase in business activity. That figure was down 11 percentage points
in 2015 where less than half (46%) said business activity had increased. This result is drastically
different from the 70 per cent of employers who predicted their business activity would
grow during the year. Despite this sharp decline, 58 per cent of employers are optimistic
and believe business activity will increase in 2016.
Employers expectations of business activity versus actual five year analysis
However, when looking at business activity levels by province, the decrease in business
activity is predominantly coming from employers in Alberta where growth outlook is down
45 percentage points from 2014 to 2015 and 27 per cent of employers expect further declines.
In 2015, 52 per cent of Alberta employers said that business activity decreased. Looking at
the silver lining, a third of employers see activity picking up in the coming year, with the
majority believing their business activity will remain the same. Some Alberta employers
seem to have come through last year unscathed, as 25 per cent say business activity did
in fact increase last year.
Business activity Alberta
In the last 12 months, business activity has:
In the upcoming year, you expect business

activity to:
24.9%
33.4%
22.7%
70%
Increased
Increase
39.3%
Remained the same
Remain the same
Decreased
60%
Decrease
27.3%
52.4%
50%
40%
30%
Alberta employers expectations of business activity versus actual four year analysis
20%
70%
10%
60%
0
2012
2013
2014
Actual increase
Predicted increase
Actual decrease
Predicted decrease
2015
2016
Trend
50%
40%
30%
20%
10%
0
Business activity 2015/16

57.5%
46.2%
29.0%
24.8%

activity to:
Increased
Increase
Remained the same
Remain the same
Decreased
2013
2014
Actual increase
Predicted increase
Actual decrease
Predicted decrease
2015
2016
Decrease
29.4%
13.1%
Market confidence
Market confidence
Business activity BC & Ontario

Employers business activity outlook in provinces such as British Columbia (BC) and Ontario is
steady yearonyear. Fiftysix per cent of BC employers said business activity increased in 2015
and 66 per cent expect more of the same in 2016. This is similar to the story in Ontario where
53 per cent said business increased in 2015 and 65 per cent believe it will continue in that
fashion in 2016 one percentage point lower than BC.
Irrespective of the oil and gas downturn, the majority of employers (nationally speaking) are
not planning to delay or slow down any projects or their business plans. While a quarter are
undecided, more than half (53%) said not at all. A combined 20 per cent are planning some
level of change.
As a result of the oil & gas downturn, do you plan to delay or slow down any projects or
business activity plans in the upcoming 6 to 12 months?
BC employers expectations of business activity versus actual four year analysis

Not at all
Undecided
6.8%
70%
13.6%
60%
53.2%
50%
Somewhat
Very much
26.4%
40%
30%
20%
10%
0
2013
2014
Actual increase
Predicted increase
Actual decrease
Predicted decrease
2015
2016
Industry sector performance

When asked what industry sectors employers believe will be strong performers in 2016,
employers noted banking and financial services, technology and construction as the top three.
Expected top 5 strongest performing industry sectors
Banking/Financial Services
Information Technology/Telecommunications
Ontario employers expectations of business activity versus actual four year analysis
Construction/Engineering
Pharma/Bio Tech/Med Tech
Manufacturing
70%
60%
10
12
14
16
18
% of Employers
50%
40%
30%
20%
10%
0
2013
2014
Actual increase
Predicted increase
Actual decrease
Predicted decrease
2015
2016
Employers within each industry have varying degrees of confidence for the year ahead.
For example, 37 per cent of construction employers said that business activity increased in
2015, and positively, 51 per cent said it will increase in 2016. Employers from the banking and
financial services industry are even more optimistic. Fiftysix per cent said business activity
increased in 2015 and 66 per cent said the trend will continue in 2016. And finally, IT and
telecommunications employers are one of the most optimistic. Sixty per cent said business
activity increased in 2015 and a solid threequarters (74%) said it will increase in the year
to come.
See Figure 2 for industry comparisons, page 42.
Market confidence
Market confidence
Skills shortage continues to hinder business success

Consistent with last years Salary Guide, employers still believe the skills shortage affects their
business activity and growth plans. Thirtysix per cent of employers said the skills shortage
has impacted their business activity either negatively or very negatively, which is three points
higher than last year. When asked how the shortage affects their business, 43 per cent point to
productivity and 19 per cent said innovation. Thirtythree per cent said the skills shortage has
negatively affected business growth, which is three points higher than last years figures.
Employers have started to be more creative with their workforce planning in an effort to meet
business activity levels while managing through skills shortages. Last year, in the face of staff
burnout and reduced morale, employers said temporary or contract staff could help address
productivity concerns. When asked the same question this year, employers said they adopted
other methods including changes in process, policies and organizational structures as well as
combining some roles to create hybrid positions.
How is your company addressing productivity concerns?
In your opinion, what is the single biggest

factor negatively affecting your business
activity as a result of the skills shortage?
In your opinion, what is the single biggest

factor negatively affecting your business
growth as a result of the skills shortage?
5.5%
Productivity
Revenue/Profit
17.2%
42.6%
Headcount
New office locations
11.6%
Innovation
Business Development
Other
36.9%
27.8%
New markets
Innovation
Other
Change process/policies
Change in organizational structure
Combining one or more roles
Internal training
Temporary staff
New technology/systems
Succession
Im unsure
Incentives (i.e. bonus, awards, etc.)
Hiring international staff
19.0%
2015
2016
0%
20.2%
15.7%
3.5%
When asked for more specific details around productivity challenges, the majority of employers
said general workplace inefficiencies are the product of skills shortages, which is consistent
with last year.
5%
10%
15%
20%
25%
30%
35%
40%
Despite these efforts, employees and employers still feel workplace pressure. Eightyone per
cent of staff are experiencing a moderate to extremely high level of pressure as a result of not
having enough resources to support them for the work at hand. However, morale and stress
level issues are slightly lower than last year. Fortysix per cent of employers said they are likely
to hire staff to address this pressure.
How likely are you to hire new staff to address workplace pressure?
How has the skills shortage negatively affected productivity?
35%
70%
25%
30%
20%
60%
15%
50%
40%
30%
20%
2015
2016
10%
0
2015
2016
10%
5%
Employee stress
leaves have
increased
Office morale
has decreased
Forced to
increase
overtime pay
General
inefficiencies
It hasnt
affected
productivity
Very likely
Somewhat likely
Neutral
Not likely
Highly unlikely
What level of workplace pressure does your staff experience due to the skills shortage?
60%
50%
40%
30%
20%
Workplace pressure remains despite employers attempts to improve

Efforts to improve workplace pressure and productivity issues are not generating the results
employers desire, as levels remain just as high as what was reported last year.
2015
2016
10%
0
Low
Moderate
High
Extremely high
Market confidence
Market confidence
MARKET OVERVIEW
Employers are cautiously optimistic for business activity and hiring,
however, the general outlook of the Canadian economy is more
conservative for employers outside of Alberta.
Economic outlook national picture
Going into 2015, for the first time, we saw a higher percentage of employers who believed
the economy would strengthen rather than remain static. As a result of turbulent markets
over the past year, this national sentiment has declined sharply. As we head into 2016,
only 25 per cent of respondents believe the economy will strengthen, which is down from
49 per cent. More than half (52%) believe things will remain static while nearly a quarter
(22%) think it will weaken.
At the provincial level, employers from BC and Ontario are slightly less negative in favour of a
more conservative stance than previous years. For example, a third (34%) of employers from
BC maintain the view that the economy will strengthen, whereas the majority (52%) said it
will not change in 2016. Employers from Ontario are slightly less optimistic than those in BC.
Twentyseven per cent believe the market will strengthen and 55 per cent believe it will
remain unchanged. In terms of those who see the economy weakening this coming year,
only 14 per cent of BC employers and 18 per cent of Ontario respondents believe the economy
will weaken.
BC employers economic outlook three year analysis
60%
50%
40%
Canadian employers economic outlook four year analysis
30%
60%
10%
20%
Strengthening
Static
Weakening
50%
2014
2015
2016
40%
Ontario employers economic outlook three year analysis
30%
20%
60%
Strengthening
Static
10%
Weakening
0
2013
2014
2015
2016
50%
40%
30%
20%
Strengthening
Static
10%
Weakening
0
2014
When asked if their outlook had been affected by the oil and gas industry downturn,
43 per cent of employers said it had done so either negatively or very negatively.
How has the oil & gas downturn affected your economic outlook for the upcoming
6 to 12 months?
4.6% 0.4%
2016
Alberta employers economic outlook three year analysis

60%
50%
Very negatively
Negatively
8.7%
34.7%
51.6%
2015
Neutral
Positively
Very positively
40%
30%
20%
Strengthening
Static
10%
Weakening
0
2014
2015
2016
Just 14 per cent of Alberta employers believe the market will strengthen in 2016, which is
down from 59 per cent going into 2015. Half (48%) believe the market will remain static
while 39 per cent believe it the economy will continue to weaken (up from 5%).
Market confidence
Market confidence
FIGURE 2 INDUSTRY COMPARISONS

Business activity by industry
Business activity by industry

In the upcoming year, you expect business activity to:
Increased
Increase
Remained the same
Remain the same
Decreased
Decrease
Banking & Finance
55.7%
Construction
37.1%
Government
& Non-Profit
IT &
Telecommunications
Banking & Finance
49.7%
59.7%
66.0%
44.1%
27.3%
20.6%
6.2%
13.0%
13.4%
Construction
50.6%
Government
& Non-Profit
58.6%
IT &
Telecommunications
74.0%
29.7%
25.7%
18.6%
33.2%
Manufacturing
41.3%
Oil & Gas
17.0%
Pharma
71.6%
Professional
Services
39.1%
32.1%
36.6%
17.3%
Manufacturing
63.8%
17.5%
4.8%
Oil & Gas
27.1%
8.4%
Pharma
81.5%
Professional
Services
53.1%
10.1%
35.7%
30.6%
42.2%
28.1%
72.9%
Property &
Facilities
50.8%
7.4%
18.7%
11.9%
Resources & Mining
27.5%
39.1%
24.3%
21.0%
37.2%
Property &
Facilities
56.8%
14.8%
3.7%
7.8%
Resources & Mining
35.0%
27.5%
40.0%
34.4%
14.8%
37.7%
45.0%
5.5%
25.0%
SALARY
GUIDE
The following pages provide a listing of

the typical base wages for the commonly
filled roles for professional and skilled staff
in Accounting & Finance, Architecture,
Construction, Property & Facilities,
Human Resources, Information Technology,
Legal, Life Sciences, Manufacturing & Logistics,
Office Support, Oil & Gas, Procurement,
Resource & Mining, and Sales & Marketing.
We generally provide a range for each role.
For ranges, the first figure indicates the
minimum and the second the maximum
salary level typically paid in each city or
region. Where only one figure is reported,

it represents the minimum wage for more
senior positions that can have a very wide
range and no clearly defined upper limit.
Salaries are expressed in Canadian dollars
(thousands, annual gross) and do not reflect
any benefits packages, bonuses or any
other arrangements between employers
and candidates. While every care is taken
in the collection and compilation of data,
this report is interpretive and indicative,
not conclusive. This information should be
used as a guide only.
Example table
Typical
Calgary
GTA
Montral
Ottawa
Vancouver
Audit Senior Manager
90110
7590
7590
7080
7080
Audit Manager
80100
6580
6580
7075
6070
Audit Senior
8090
5570
5570
5570
6070
Audit Staff Accountant
6065
5565
6065
5055
5055
Tax Senior
7080
7085
7080
6070
5565
MEASURES OF WORTH
ACCOUNTING & FINANCE
Business activity

activity to:
47.2%
54.2%
Increased
Remained the same
Increase
Remain the same
Decreased
27.0%
14.8%
25.8%
The current economic conditions have affected accounting and finance functions in both
positive and negative ways depending on the industry. The banking and financial services
industry continues to be one of Canadas most stable and optimistic sectors, and has been less
affected by the oil price change overall. Distribution and manufacturing clients that supply to
the US market are currently benefiting from the falling dollar, while some engineering clients
and manufacturers supplying oil and gas based companies in Alberta have been affected by
the falling oil price. Organizations in Central Canada have felt the impact of the economic shift
with fewer positions opening up and candidates being more conservative in their expectations.
We are seeing a corresponding increased number of candidates from this region applying for
work in British Columbia (BC) and Eastern Canada. Aside from the economy, there has been
the unification of accounting designations and compliance changes that will affect the function.
With the first round of new Chartered Professional Accountants (CPA) coming through since
the unification of the accounting designations, employer expectations are changing and
some are looking for these recent designates rather than those grandfathered in to the CPA.
The Office of Superintendent of Financial Institutions (OSFI) revisions have had an impact on
hiring patterns with certain skill sets increasing in significance. This affects the big six banks
first, but will trickle down to midsize and foreign banks, which are paying close attention to
the process and should be proactively preparing.
Market Insights
The market trends and expectations of accounting and finance professionals align closely
with cross-functional results, with almost half saying business activity increased in 2015,
and 54 per cent expecting the same in 2016. This is optimistic considering just a quarter
say the economy will strengthen in 2016.
Economic outlook
How do you see the general outlook for the economy in the next 6 to 12 months?
Decrease
31.0%
Hiring Trends
Slightly more accounting and finance professionals say permanent staff levels increased in 2015
compared with the overall Canadian survey results, with a comparable drop in the proportion
saying staff numbers dropped or remained the same. Overall the function has not been hit as
hard by the economic impact of the oil price drop, except in Alberta and other natural resource
dependent areas.
Temporary/contract hiring activity

staffing levels have changed over the last
12 months.
Please indicate how you expect

temporary/contract staffing levels
to change over the next 12 months.
100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
Years of experience
35
69
1014
15+
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

We do not hire temp staff
22.6%
51.3%
Strengthening
Static
Weakening
26.1%
Roles in Demand
Permanent hiring activity

Over the last 12 months, permanent staff

36.0%
31.1%
Increased
Remained the same
Decreased
36.9%
27.1%
Project
accountants
Almost twothirds (60%) of accounting and finance professionals say there is a moderate to
extreme skills shortage in their function, which is less than the 61 per cent across all functions.
More than a third (37%) say a lack of training and professional development is to blame for
what shortages they are experiencing, and the same proportion say they are offering training
as a tool for talent attraction. The majority (68%) are hoping competitive salaries will set them
apart, with almost half also saying they are promoting benefits and company culture to attract
the candidates they need.
Recruitment challenges
How are you making your company
attractive to recruit top talent?
1.1%
16.0%
10.4%
36.9%
67.9%
36.7%
32.1%
13.6%
46.5%
22.5%
Financial
analysts
Compliance
and risk
specialists
Decrease
55.6%
Recruitment Challenges
16.8%
Tax and audit

specialists
Increase
Remain the same
13.3%
What do you think the main reason is for

the skills shortage in your industry?
Commercial &
retail property
accountants
47.6%
Lack of training & professional development available

Fewer people entering the job market in your industry

People relocating to other regions

People leaving to join a different industry

Retirement

Nothing
Other
In the competition for niche talent, we are fortunate to benefit

from our success and reputation in the market, both as a business and
as an employer. We see our corporate and employer brands as closely
intertwined we are collaborative, entrepreneurial and clientfocused,
with a suite of unique service offerings that allow our clients and staff
to benefit from a fullservice business advisory approach. Building and
maintaining a strong employer brand is crucial to competing for the
best employees.
Rhonda Klosler, Partner, Chief Operating Officer, Collins Barrow Toronto
Job Seeker Insights
Employer Insights
2
An industry designation is increasingly
becoming a requirement, not a
nicetohave. If you want to be
really competitive in the market
start working towards and completing
your CPA.
2
Even in candidaterich markets such
as Central Canada, the best people
are working or considering multiple
offers so dont assume that
compensation expectations are
dropping across the board.
3
If you want to move from contract to a
permanent role focus on learning about
compliance and policy/process
development. Banking and financial
employers are looking for candidates
with understanding of how these impact
their organization.
3
If you have very specific requirements
look for transferable skills and trainable
candidates. For example, it may be
easier to hire for soft skills and train
for technical skills, while project
accountants can often fill a property
accountant role.
1
There is a trend of newly qualified
professionals becoming impatient
and looking to move before they have
learned all their current employer can
teach them. Get a step ahead of your
competition by becoming an expert in
your industry before you move.
1
Shorten your recruitment process where
possible. We are seeing companies
miss out on top candidates because the
decision making process takes too long.
This indicates to potential hires that you
are slow to make decisions and arent
100 per cent convinced by the candidate.
Accounting and finance professionals report slightly more pay increases than the
crossfunction average with onethird (33%) reporting increases of more than
three per cent, compared with onequarter (30%) of all respondents. Looking
ahead this optimism continues with just 16 per cent expecting no increases in 2016,
compared with 22 per cent saying the same in the crossfunctional breakdown.


1.6% 2.8%
3.6%
1.2% 3.6%
0%
<3%
13.1%
2.4%
3% to 6%
6% to 10%
27.4%
12.2%
51.5%
3% to 6%
6% to 10%
25.0%
>10%
55.6%
Benefit Insights
Benefits
Top five benefits being added in 2016
Ability to work from home
6.6%
Flexible work hours
5.0%
Pension/RRSP contribution/matching
4.4%
Extended health benefits
3.6%
Hiring bonus/incentive
3.0%
0%
<3%
>10%
Fewer accounting and finance employers

expect to increase benefits in 2016 than 2015
but those who will be expanding their
offering are focused on flexible work
options, pension support, and extended
health benefits. According to the survey
results, most accounting and finance
professionals value career growth,
performance bonuses and vacation
time more than other benefits, but only
half of employers say they offer training,
bonuses, and more than 10 days of vacation
time, creating opportunities for improving
your talent attraction methods without
increasing base salaries.
Public Practice
Small
Vancouver
Calgary
GTA
Ottawa
Montral
8090
90105
85100
7595
7590
Audit Manager
6580
7590
7085
6575
6575
Audit Senior
5570
7080
5570
5570
5570
5055
5060
5565
5055
5055
Tax Senior Manager
90100
90110
100110
80115
80115
Tax Manager
7595
7595
80100
80110
80110
Tax Senior
6075
6075
6580
6580
6580
Medium
Vancouver
Calgary
GTA
Ottawa
Montral
95115
95120
90110
90110
90110
Audit Manager
8595
8095
7590
7590
7590
Audit Senior
5565
7080
6075
6075
6075
5065
5065
5570
5570
5570
Tax Senior Manager
100120
95130
115140
100120
100120
Tax Manager
70100
90110
90115
90115
90115
Tax Senior
6075
6590
7085
7085
7085
Vancouver
Calgary
GTA
Ottawa
Montral
110140
120150
100140
100140
100140
Audit Manager
80100
95120
8095
8095
8095
Audit Senior
6580
6580
6580
6580
6580
5565
6070
6075
6075
6075
Tax Senior Manager
110150
120150
120160
110150
110150
Tax Manager
90115
95115
90115
90120
90120
Tax Senior
7590
7595
7590
7590
7590
Large
All figures are expressed in thousand Canadian dollars and as annual gross salaries.
Private Enterprise
Revenues up to
100 million
Private Enterprise
Vancouver
Calgary
GTA
Ottawa
Montral
Chief Financial Officer
140200
150200
180220
110200
110200
Vice President, Finance
140180
150180
130180
110180
Director, Finance
100150
110150
120160
Controller
90110
105130
80120
Assistant Controller
7590
80110
7595
Senior Accountant
6080
6580
6080
Accounting Manager
6580
6575
Treasury Manager
8590
85105
Treasury Analyst
7090
7090
Revenues from
100250m
Vancouver
Calgary
GTA
Ottawa
Montral
160250
180250
180250
160250
160250
110180
150200
160200
150200
150200
150200
100140
100150
Director, Finance
100120
130160
130160
100125
100150
80110
80120
Controller
90120
110135
90130
80120
90130
7085
7595
7595
95110
7595
7595
7595
5075
5080
Senior Accountant
5580
7595
6080
5575
6080
7085
6580
7085
Accounting Manager
7590
7590
7590
7590
7590
90100
8595
8595
Treasury Manager
90115
100120
100120
90115
100125
Treasury Analyst
6590
135160
90115
90115
Director, Tax
100130
95120
110120
80110
90110
Senior Tax Manager
80100
80100
7095
7095
Tax Manager
6585
6080
6585
6585
7590
7085
6585
6585
6580
6080
Director, Tax
90115
95120
Senior Tax Manager
80110
Tax Manager
7590
Tax Analyst
7085
Internal Audit Manager
7085
Internal Auditor
5570
6580
7090
7090
7090
7595
7590
7585
7585
120140
110140
100130
110140
90120
120130
110130
90120
100130
85105
100120
85110
80100
85110
Tax Analyst
7085
80100
6580
7085
7090
7585
80100
80100
7085
80100
6080
Internal Auditor
6575
7090
6580
6575
6590
85100
100125
90110
80110
90125
Manager, Financial
Reporting
90100
100120
80100
80110
80110
Manager, Financial
Reporting
Manager, Financial
Planning/Analysis
90110
100110
90110
80110
80110
Manager, Financial
Planning/Analysis
90110
95115
90115
80110
90115
Senior Financial Analyst
7590
7595
7085
7590
7595
7590
7595
7090
7590
7595
Financial Analyst
6075
6075
5570
5075
5075
Financial Analyst
6080
6580
6075
6080
6585
Private Enterprise
Revenues of
250500m
Publicly Traded
Vancouver
Calgary
GTA
Ottawa
Montral
Revenues of 500m
and higher
250350
200300
200300
200300
200300
300+
300+
300+
300+
300+
180250
190250
180250
180250
180250
180275
200250
180250
130230
180250
Director, Finance
130175
140190
130180
130175
130180
Director, Finance
145190
160225
140180
140180
145225
Controller
90130
120150
100130
90130
100145
Controller
130170
140225
125160
120150
125160
8090
100120
85100
7585
80100
90120
110140
85110
75120
85110
Senior Accountant
6080
7595
6080
5575
6080
Senior Accountant
6595
80100
7090
7080
7090
110145
130190
110140
110135
110140
Accounting Manager
80100
8095
7595
75100
80100
Treasury Manager
Treasury Manager
100120
100120
100120
85100
90130
Treasury Analyst
Treasury Analyst
7095
7595
7590
7095
7595
Director, Tax
100130
120150
120150
100140
120150
Senior Tax Manager
95 120
120140
120140
95120
100140
90110
105120
90120
7095
7095
Tax Manager
Vancouver
100125
Calgary
GTA
Ottawa
Montral
95120
90110
85115
90110
Senior Director, Tax/

Vice President, Tax
150220
180250
180250
150220
150220
Director, Tax
130180
130220
150200
130180
140200
Tax Manager
95125
100150
85150
95125
100150
80100
85125
7090
7090
80100
Tax Analyst
7085
80105
7080
6585
6585
Tax Analyst
80100
100115
90110
6585
6585
95120
110150
95115
95120
95120
7595
80120
7590
7090
7590
Internal Auditor
6580
8095
7090
6080
6080
Internal Auditor
Manager, Financial
Reporting
95115
105125
95115
80110
80110
Manager, Financial
Reporting
100140
125170
100130
90130
100140
Manager, Financial
Planning/Analysis
90115
100120
90115
80110
80110
Manager, Financial
Planning/Analysis
100130
110150
100130
100150
110150
7595
80100
7090
7590
75100
85105
90120
7595
8090
8095
Financial Analyst
7085
7085
6580
5575
7080
Financial Analyst
7595
80100
7085
7085
7095
Accounting Support
Low
Vancouver
Accounting Support
Calgary
GTA
Ottawa
Vancouver
Calgary
GTA
Ottawa
Montral
5060
Accounts Receivable
Manager
5565
7080
5570
4555
4555
5060
5060
Accounts Receivable
Supervisor
5060
6070
5060
4555
4555
3540
3035
3035
Accounts Receivable
Clerk
4045
5060
4050
3545
3545
6575
5060
4555
4555
Accounts Payable
Manager
5060
7080
6070
5060
5060
4550
4565
4048
4045
4045
Accounts Payable
Supervisor
4555
6070
5060
4048
4548
3540
4050
3540
3035
3035
Accounts Payable Clerk
4045
4555
4045
3538
3538
Accounts Receivable
Manager
5060
7080
5060
5060
Accounts Receivable
Supervisor
4555
6575
5055
Accounts Receivable
Clerk
3540
4045
Accounts Payable
Manager
5055
Accounts Payable
Supervisor
Montral
Typical
Senior Accountant
5060
7080
5055
4555
4555
Senior Accountant
5065
7090
6070
5070
5075
Intermediate Accountant
4050
6070
4050
4045
4045
4555
5570
5060
4045
4045
Junior Accountant
3545
4050
3545
3238
3238
Junior Accountant
4045
5060
4050
3540
3540
5570
7585
5570
5060
5060
Senior Property
Accountant
5060
6575
5055
5060
5060
Senior Property
Accountant
Property Accountant
4555
5060
4050
4560
4560
Property Accountant
5060
6070
5055
4560
4560
Senior Project
Accountant
5565
6575
4555
5065
5065
Senior Project
Accountant
5570
7580
5565
5065
5065
Project Accountant
4555
5565
4045
4560
4560
Project Accountant
5060
5565
4555
4560
4560
Payroll Manager
6080
7585
5055
6090
6090
Payroll Manager
80110
85125
5565
6090
65110
Payroll Team Lead
5565
7080
4550
5065
5065
Payroll Team Lead
7080
75100
5060
5065
6075
Payroll Specialist
5060
6070
4045
4050
4550
Payroll Specialist
5565
7085
4555
4550
4550
Payroll Coordinator
4555
5055
3337
3540
3540
Payroll Coordinator
5060
5060
3545
3545
3545
Payroll Administrator
4050
4050
3035
3040
3540
4555
5575
3237
3540
3540
90110
110125
110125
80100
100115
Director, Credit/
Collections
90110
110125
110125
80100
100115
Director, Credit/
Collections
Credit/Collections
Manager
6065
7080
6075
5060
5060
Credit/Collections
Manager
7080
7585
7085
6070
5060
Credit/Collections
Supervisor
5055
5560
5055
4045
4045
Credit/Collections
Supervisor
5060
5565
5560
4045
4045
Credit/Collections
Specialist
4050
5565
4045
3540
3540
Credit/Collections
Specialist
4555
5560
4550
3540
3540
Credit/Collections
Administrator
3540
4050
3540
3537
3537
Credit/Collections
Administrator
4045
4550
4045
3537
3537
Accounting Support
High
Banking and Financial Institutions

SmallMid Size (National)
Typical
Big 5 Large (National)
150250
300+
Chief Risk Officer
150250
Chief Risk Officer
300+
Chief Compliance Officer
150250
Chief Compliance Officer
Vice President, Risk
140180
Vice President, Risk
170230
Vice President, Compliance
140180
Vice President, Compliance
170230
Vice President, Audit
140180
Vice President, Audit
170230
4050
140180
170230
3845
Director, Finance
110140
Director, Finance
120150
Vancouver
Calgary
GTA
Ottawa
Montral
Accounts Receivable
Manager
5570
7090
6585
5075
5075
Accounts Receivable
Supervisor
5565
6575
5565
4550
4555
Accounts Receivable
Clerk
4550
5560
4350
3845
3845
Accounts Payable
Manager
5570
7090
6585
4560
4560
Accounts Payable
Supervisor
5560
6575
5565
4050
4550
5560
4555
3545
Typical
300+
Senior Accountant
5575
7585
6580
6075
6075
Director, Risk
110140
Director, Risk
120150
4555
6070
5570
4855
4855
Director, Audit
110140
Director, Audit
120150
Junior Accountant
4050
5565
4555
3040
3040
Director, Compliance
110140
Director, Compliance
120150
Senior Property
Accountant
6075
8095
6580
6075
6075
Senior Manager, Risk
80110
Senior Manager, Risk
90120
Property Accountant
5565
7080
6070
5570
5570
Senior Manager, Compliance
80110
Senior Manager, Compliance
90120
Senior Project
Accountant
Senior Manager, Audit
80110
Senior Manager, Audit
90120
6580
7085
6075
6580
6580
Manager, Risk
70100
Manager, Risk
7090
Project Accountant
6070
6070
5060
6075
6075
Manager, Compliance
70100
Manager, Compliance
7090
Payroll Manager
80110
90140
6590
6085
6085
Manager, Audit
70100
Manager, Audit
7090
Payroll Team Lead
7585
7595
5565
5065
5065
85115
Payroll Specialist
6075
6080
5060
4550
4550
Investment Banking,
Junior Associate
Payroll Coordinator
5060
6075
4049
4045
4045
Investment Banking,
Senior Associate
125175
5055
6080
3545
3540
3540
175+
Director, Credit/
Collections
Investment Banking,
Assistant Director
100125
125150
125140
90115
100140
Credit/Collections
Manager
8090
90110
85110
8090
Credit/Collections
Supervisor
6575
7075
6075
Credit/Collections
Specialist
5560
5055
Credit/Collections
Administrator
4550
5055
Commercial Banking
Small Business (>750K)
70110
75115
Commercial Banking
Mid Market (1M10M)
90145
6075
6075
Commercial Banking Large

Market Syndicated (10M+)
90145
5055
4055
5060
Commercial Banking
AVP/Team Lead
115145
4550
4050
4555
Vice President,
Commercial Banking
145+
MEASURES OF WORTH
ARCHITECTURE & INTERIOR DESIGN
Business activity

activity to:
51.5%
54.6%
Increased
Remained the same
Decreased
Increase
Remain the same
Decrease
33.3%
33.3%
15.2%
12.1%
Hiring Trends
The strength of the construction market across Canada means a stable market for architecture
firms, in general, although those in Central Canada have been affected by the oil and gas
downturn. A general reduction in spending in the region has meant some projects have been
paused or cancelled. However, in Alberta the NDP government is likely to increase spending
on infrastructure, and similar budget increases from the federal government could see demand
increase across Canada for infrastructure design work. Many Edmonton firms still have a
backlog of work from the past two years of increased funding for schools in the area and most
cities are seeing the continuing housing shortage drive demand for highrise residential design
work. Montrealbased WSP Global Inc acquired both Parsons and MMM in the past 18 months,
increasing their footprint across Canada.
Market Insights
Architecture employers are more positive about 2015 than the allindustry averages,
with just 15 per cent of architecture respondents saying business activity decreased in 2015,
compared with 25 per cent overall. Expectations for next year are similar to 2015, and most
are optimistic about the economic outlook with 88 per cent saying it will stabilize or strengthen
in 2016. This is more optimistic than the overall results where only 78 per cent agree.
Almost half of architecture respondents say they increased headcount in 2015, compared
with onethird of crossfunctional respondents who said the same. Next year looks similar,
with 10 per cent predicting a decrease in headcount, still lower than the 15 per cent overall.
Of the firms that use temporary staff, about half increased hiring in 2015, but only onethird
expect to increase again in 2016.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
Years of experience
Economic outlook
35
69
1014
15+
Years of experience
Increased
Decreased
Increase
Decrease
42.4%
Remained the same

Remain the same

Strengthening
Static
45.5%
Weakening
12.1%
We are not certain what impact recent elections or the oil glut will have on our practice in
2016. There will definitely be some softening the volume of projects but we optimistically hope
to remain stable throughout 2016.
Don Surphlis, Vice President, Operations, Norr Architecture
Roles in Demand


45.0%
45.0%
Architectural
technologists
Increased
Remained the same
Decreased
35.0%
20.0%
About twothirds of architecture employers say they are experiencing a moderate to severe
skills shortage, but when we break that figure down, only about onethird say it is severe.
Most are experiencing moderate shortages, in specific areas. A lack of training and
development is cited as the main reason for the skills shortage, and we are seeing a number
of candidates with training but without the experience needed for professional development.
That said, architecture employers are actively addressing this issue with 71 per cent saying
they are using training and development opportunities to attract top talent.
14.3%
14.8%
57.1%
71.4%
44.5%
25.9%
Senior
interior
designers
BIM
coordinators
Decrease
45.0%
14.8%
Job
captains
Increase
Remain the same
10.0%

Contract
administrators
50.0%
78.6%
64.3%




Retirement

Nothing
Other
We continue to experience a shortage of midcareer candidates

within the architectural design and production disciplines. As we grow
and improve our practice, these are the people in greatest demand.
Entry level candidates are available due to an ongoing supply of
postsecondary graduates and economic softening in some market
sectors. Additional effort and resources must be dedicated to the
recruitment process if firms expect to succeed in attracting high
quality candidates. At present, we are evaluating our interview,
testing and selection process. This will hopefully enable us to make
better, long-term hiring choices.
Job Seeker Insights
1
Employers are looking for employees
who are likely to stay in a role over a
number of years, so if most of your
experience has been on contracts,
indicate that on your resume to explain
frequent moves.
2
Complete a Revit Certificate, a sought
after credential by employers, that will
also demonstrate your commitment to
your own professional development.
3
Include specific metrics and results
with your responsibilities and work
experience. Employers want to know
that you are able to achieve objectives
beyond just a job title and time in a role.
Employer Insights
1
A significant proportion of architectural
firms are increasing their training
and development offering so if youre
not selling that benefit to candidates,
you could get left behind.
2
If youre a smaller firm it can be hard to
stand out compared to the big names. Set
your company apart with an employer
value proposition that explains to target
candidates what the benefits are in
working for your company, over a larger
or higher profile company.
3
Be open to recruiting from outside
the province when necessary. Smaller
populations can mean limited candidate
numbers and we are seeing architecture
and interior design companies look
further afield to find the right candidate.
Architecture
In Western Canada, we are always influenced by economic activity in the oil and
gas sector. This has particular impact on the availability of engineers and the salaries
paid to this discipline.
Salaries in 2015 remained largely stable, with either no increases, or increases of less than
six per cent. Almost half of architecture employers say they increased salaries by three
to six per cent, which is higher than the overall average, indicating that the industry is seeing
the benefit of the continued strength of the construction market.
Low
Vancouver
Calgary
Edmonton
GTA
Ottawa
Montral
Architect
5075
5070
4565
5075
4050
4050
Technologists
4050
4550
4050
4555
3545
3545
Job Captain
5065
5065
5065
5565
5065
5065
Project Manager
7075
7075
7075
6070
6070
6070
BIM Manager
4565
8090
80110
4565
4565
4565
Typical
Vancouver
Calgary
Edmonton
GTA
Ottawa
Montral
Architect
7090
7090
6595
7090
7090
7090
Technologists
5565
5075
5080
5565
5065
5065
Job Captain
6580
7085
6585
6580
6580
6580
Project Manager
8595
8090
7590
7085
7090
7090

BIM Manager
6585
90100
80110
6585
6585
6585
Vancouver
Calgary
Edmonton
GTA
Ottawa
Montral
Architect
90115
90115
95135
90120
90120
90120
Technologists
7590
8095
8095
6585
6585
6585

High
25.0%
41.7%
0%
<3%
4.2%
3% to 6%
6% to 10%
>10%
16.7%
0%
<3%
3% to 6%
6% to 10%
41.8%
37.5%
>10%
33.3%
Job Captain
8595
9095
85100
8090
8090
8090
Project Manager
90100
90115
90110
85120
85140
85140
BIM Manager
80110
90110
80110
85100
85100
85100
Vancouver
Calgary
Edmonton
GTA
Ottawa
Montral
Interior Designer
4050
4050
3545
4550
4050
4050
Interior Design
Technologist
4050
4050
3545
4555
3545
3545
Interior Design
Low
Benefit Insights
Benefits
Individual performancerelated bonus
9.0%
8.0%
Professional development
8.0%
6.0%
Career growth, vacation, training and

development top the list of most impactful
benefits, which meshes well with the benefits
being added in 2016, as eight per cent of
employers say they are increasing the
professional development they offer.
This aligns with the concerns around
training and development in the industry,
and shows the opportunities for employers
to attract top talent without having to
increase base salaries.
Flexible work hours

4.0%
Vancouver
Calgary
Edmonton
GTA
Ottawa
Montral
Interior Designer
Typical
6575
5070
4570
5565
5060
5060
Interior Design
Technologist
5060
5060
4565
5065
5060
5060
Vancouver
Calgary
Edmonton
GTA
Ottawa
Montral
Interior Designer
6585
7090
7090
65100
65100
65100
Interior Design
Technologist
6080
6080
6585
6585
6585
6585
High
MEASURES OF WORTH
CONSTRUCTION
Construction
Business activity

activity to:
37.1%
50.6%
Increased
Remained the same
29.7%
Increase
Remain the same
Decreased
Decrease
32.1%
17.3%
33.2%
Hiring Trends
While the major construction boom we were seeing has tapered off a little, the industry
remains strong and there are still a significant number of projects in progress and in the
pipeline that will continue to drive business activity across Canada. A number of acquisitions
is seeing contractors such as Plan Group, Black & McDonald, and Modern Niagara, as well as
consulting engineering firm WSP Global, strengthen their market share. The end of the
Pan Am Games has seen a more traditional construction environment return to Toronto
with large civil projects such as the $8.4 billion Eglinton Crosstown line, and demand for
housing is still driving high-rise and residential builds. The construction industry employs
10 per cent of the BC population, where building permit approvals have reached their highest
levels since 2007. There is also a wave of major projects moving ahead such as Site C and the
Womens and Childrens Hospital in Vancouver which will keep driving activity in the market.
Commercial and institutional construction drive the market in Montreal, where some sectors
such as Industrial are seeing a small downturn. Central Canada has been hit the hardest by
the economic changes, but school builds in Saskatchewan and Alberta are going ahead,
and government infrastructure projects are likely to drive some activity in 2016.
Market Insights
Construction market hiring is largely on par with crossindustry rates, although with slightly
more reporting hiring increases in 2015 with 37 per cent compared with national reports
of 34 per cent. Next year employers are more optimistic, with just 15 per cent expecting
decreases in headcount in 2016.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
35
Construction respondents report considerably more of a decrease of business activity in 2015

than the overall average with onethird saying it dropped, compared with just a quarter of the
crossindustry respondents. They are more optimistic about next year, but still not as optimistic
as Canadian employers overall.
Increased
Decreased
Increase
Decrease
Economic outlook
Remained the same

Remain the same

Years of experience
69
1014
15+
Years of experience
29.6%
47.3%
Strengthening
Static
Weakening
23.1%
Important abilities that I believe are required by both employers and construction
professionals in this changing market are agility and adaptability. For candidates I suggest
building a strong foundation in the technical skills. Candidates that are mobile and able to
relocate to where they can gain valuable experience early in their career will see a significant
advantage over their peers who are less mobile, enabling them to rise to more senior positions
in the future.
Chris Gower, Chief Operating Officer, Buildings, PCL Constructors Inc.
Construction
Construction
Roles in Demand


37.2%
38.5%
Estimators
Increased
Remained the same
34.7%
Decreased
Decrease
46.9%
Despite a stabilization in the market, the skills shortage is still affecting construction
employers with 78 per cent experiencing moderate to extreme difficulty in hiring. This is
about the same as last years response (79%) with most of them saying that a shortage
of training and development (34%) or a lack of people entering the industry (32%) is most
responsible for the shortage. Almost half of construction employers are offering training
and professional development as a talent attraction strategy, showing they are taking the
shortages seriously and are taking steps to address it internally.

2.8%
15.2%
14.3%
7.6%
34.0%
12.2%
Certified
tradespeople
Health & safety

specialists
Increase
Remain the same
14.6%
28.1%
Senior
project
managers
Superintendents
Kathryn Cox, Manager, Talent Acquisition NAHQ, PCL Constructors Inc.
Job Seeker Insights
Employer Insights
2
If you are based in Alberta be willing
to compromise on salary, and if you
are moving out of the region try to
emphasize your commitment to your
new location as some employers are
cautious about hiring someone who may
leave when the economy strengthens.
2
A longterm view of talent is important
when there is such a shortage of senior
candidates. Look for professionals with
high potential and offer training rather
than focusing purely on meeting
immediate needs.
3
The projecttoproject nature of
construction work places extra value on
endtoend experience. Highlight these
successes on your resume, and focus on
roles that will give you that provable
experience to accelerate your career
progression.
3
Construction candidates tell us they like to
work for high profile, innovative companies.
Raise your profile on social media and sell
your employer value proposition, proving
you are a top employer of choice. This will
help attract candidates who want to work
for a leading company.
1
Stay on top of technology, especially
constructionspecific programs such
as MS Project and Timberline. These
technical skills will set junior to midlevel
construction professionals apart.
67.8%
45.0%
43.6%
31.9%
At PCL, our people are our greatest assets. Employees grow through
performance management, professional development, and mobility:
all factors critical to our future success as a family of companies. In 2016,
attracting top talent will mean strategically recruiting through internal
collaboration across borders, and the use of proactive technology.
Staying ahead of the curve also requires that we stay current. Establishing
a robust presence on popular social media sites, such as Facebook, Twitter,
LinkedIn, and YouTube, ensures that we are placing ourselves into the
minds of young potential employees who may not otherwise be exposed
to PCL Construction. In a changing world, PCL continues to evolve.
49.3%
53.6%




Retirement

Nothing
Other
1
Be willing to move quickly to get good
candidates. When a candidate with
highlysoughtafter skills comes onto the
market they are very quickly picked up
so you need to be prepared and flexible
with an offer.
Construction
Construction
General Construction
The construction market in Canada is stable and varies considerably
across the provinces. While we dont expect to see as much growth in
activity as in previous years, global issues such as oil prices, along with
changes in political leadership make it difficult predict exactly how the
construction market will react. On a positive note, the governments
commitment to increasing investment in public projects and infrastructure
may give rise to increased construction activity 12 to 24 months out.
Chris Gower, Chief Operating Officer, Buildings, PCL Constructors Inc.
Like most industries, construction salaries remained largely flat in 2015 with the majority
of construction employers offering increases of less than three per cent. This is more
conservative than we have seen in previous years and is largely driven by uncertainty
around the economic outlook.

4.3%
3.5%
6.6%
0%
<3%
20.9%
3% to 6%
6% to 10%
22.5%

3.9%
2.3%
5.4%
18.2%
3% to 6%
6% to 10%
20.2%
>10%
>10%
42.2%
0%
<3%
Low
VAN
CG
EDM
WIN
REG
GTA
OTT
MTL
120150
110125
110125
100140
110130
100110
100140
120140
8090
75110
75110
75100
7095
6080
6575
6575
4055
5070
5070
4560
4060
3545
4050
4050
90120
4070
7590
85110
6090
70110
85110
6090
70110
85130
7095
80110
8095
7090
7090
90100
3555
6585
8090
5060
6575
80100
5570
70100
6075
5080
5080
6080
6080
4060
5565
5570
VAN
CG
EDM
WIN
REG
GTA
OTT
MTL
175220
125150
125150
110150
130150
110150
140175
140170
100115
90125
90125
80110
80110
6595
7590
80120
6575
6075
6075
5570
4070
4560
4555
6070
110135
80100
90110
90130
80120
90120
90130
80120
90120
90125
7095
80110
90150
75100
80120
100120
5580
85100
90100
8090
75100
100120
7090
90120
7080
7090
7090
7090
7595
5570
6575
6580
Mechanical
& Electrical
Coordinator
5570
6075
6080
5575
5575
5575
5070
5070
Mechanical
& Electrical
Manager
75100
80100
80100
80+
80+
7090
7090
7090
VAN
CG
EDM
WIN
REG
GTA
OTT
MTL
200250
150200
150200
140200
160+
150250
175+
160200
120160
110150
110150
100130
100140
100140
90125
120150
7585
6085
6085
6080
6070
6580
6070
6070
130175
100130
120150
120170
90130
110150
120170
90130
110150
110160
85120
100135
110160
100130
100130
120140
80100
100140
110120
90110
120140
120160
90110
110150
8090
70100
70100
80100
85100
6080
7585
7590
Mechanical
& Electrical
Coordinator
5570
6075
6080
5575
5575
6080
6075
6075
Mechanical
& Electrical
Manager
75100
80100
80100
80+
80+
90120
80100
80100
Vice President,
Construction
Project Manager
Project
Coordinator
Chief Estimator
Estimator
Superintendent
Assistant
Superintendent/
Foreman
Typical
Vice President,
Construction
Project Manager
Project
Coordinator
Chief Estimator
Estimator
Superintendent
Assistant
Superintendent/
Foreman
50.0%
High
Benefit Insights
Benefits
6.0%
6.0%
Flexible work hours
5.8%
4.7%
Construction professionals rate career

growth, vacation and performance-related
bonuses as having the biggest impact
on recruitment and retention, and employers
are responding to some of these priorities
with 55 per cent already offering bonuses
and a further six per cent intending to add
bonuses in 2016. Employers are also focusing
on pension support and flexible work options,
but might see better results from extending
vacation time and offering clear opportunities
for career progression.
4.7%
Vice President,
Construction
Project Manager
Project
Coordinator
Chief Estimator
Estimator
Superintendent
Assistant
Superintendent/
Foreman
Construction
Construction
Civil Engineering
Road Building & Heavy Construction

Low
VAN
MTL
Low
VAN
CG
EDM
WIN
REG
GTA
100120
90110
Principal Partner
105120
100115
100115
95110
100120
100110
6580
7075
6580
Associate Partner
100115
90105
90105
85100
85100
90100
Civil Project Engineer
5570
5565
5565
5060
6080
7080
5065
5565
4555
5070
Civil Project Manager
6580
5570
5570
5065
7590
7080
7080
8095
80100
7585
80100
Civil Engineer
5065
5060
5060
5060
5060
5060
5080
5065
6080
5565
5055
5565
Civil Designer
4255
4555
4555
4555
4055
4555
70100
70100
6575
7590
6580
6070
6580
Civil CAD Drafter
4050
4050
4050
4050
4050
4050
5580
5580
4560
6075
4555
5060
4560
CG
EDM
WIN
REG
GTA
Vice President,
Construction
95115
90110
90110
90110
7590
90110
Project Manager
85105
75100
75100
6580
7590
Project
Coordinator
5570
5075
5075
4055
Chief Estimator
95110
7585
7585
Estimator
75100
5080
Superintendent
8095
Assistant
Superintendent/
Foreman
6575
Typical
VAN
CG
EDM
WIN
REG
GTA
OTT
OTT
MTL
Vice President,
Construction
120180
120180
120180
110140
100120
110130
120140
110140
Project Manager
100125
85150
85150
80120
100110
80100
80100
80120
Project
Coordinator
6580
6075
6075
6075
6070
6580
5565
6580
Chief Estimator
110130
100130
100130
90140
100120
90110
85100
90110
Estimator
95115
60120
60120
75110
80100
6580
6575
6090
Superintendent
95120
90125
90125
80120
90110
80100
80100
80100
Assistant
Superintendent/
Foreman
7090
7590
7590
7090
7090
6575
6075
6580
High
VAN
CG
EDM
WIN
REG
GTA
OTT
CG
EDM
WIN
REG
GTA
120140
115130
115130
105120
120150
110120
Associate Partner
105120
110125
110125
100110
100120
100110
7595
6090
6090
6090
6085
8090
85110
7095
7095
6585
85100
8090
Civil Engineer
6585
6085
6085
6085
6075
6585
Civil Designer
6585
5570
5570
5570
5570
5570
Civil CAD Drafter
5570
5070
5070
5060
5060
5070
High
VAN
CG
EDM
WIN
REG
GTA
Principal Partner
150180
145170
145170
120150
150+
120140
Associate Partner
125150
130150
130150
110140
120140
110130
85110
100120
100120
90100
90110
90100
95120
90120
90120
85110
100130
90110
Civil Engineer
85100
8595
8596
8595
90110
85100
Civil Designer
75100
7090
7090
7090
8090
7090
Civil CAD Drafter
7085
7080
7080
6070
7590
6075
150210
150250
150250
140+
120150
130175
140+
140+
Project Manager
115180
100170
100170
100140
110140
95130
90120
120170
Project
Coordinator
7595
6080
6080
6580
7090
7590
6570
7590
Chief Estimator
125185
115180
115180
100140
110160
100150
100130
110150
Estimator
100120
90120
90120
80110
90130
8095
75100
90120
Superintendent
110150
100150
100150
100130
110150
85120
85130
100140
Assistant
Superintendent/
Foreman
8095
75110
75110
70100
90120
7080
7595
7595
VAN
Principal Partner
MTL
Vice President,
Construction
Typical
Construction
Construction
Environmental Engineering
Low
HighRise Construction
Vancouver
Calgary
Edmonton
Winnipeg
GTA
Principal Partner
105120
105120
100115
100115
100110
Associate Partner
100115
100115
90100
90100
90100
Associate
85100
8095
8095
8595
8595
Environmental Project
Manager
5575
5265
5265
5565
7080
Engineer
5575
5575
5575
5565
7080
Environmental Engineer
5575
5060
5060
5060
5060
Vancouver
Calgary
Edmonton
Winnipeg
GTA
Principal Partner
120140
115125
115125
115125
110120
Associate Partner
115125
100110
100110
95105
100110
Associate
105120
92105
92105
95105
95105
Manager
75120
6095
6095
6595
8090
Engineer
75120
75120
75120
6590
8090
7590
6090
6090
6085
6080
Typical
High
Low
VAN
CG
EDM
WIN
REG
GTA
OTT
MTL
Vice President,
Construction
140155
120155
120155
120155
100130
120155
120140
120150
Project Manager
90110
100120
100120
100115
85100
95115
7580
80100
Project
Coordinator
4065
5065
5070
4555
4050
5060
4555
5060
Senior Project
Manager
110120
120130
120130
110120
100120
110120
100110
100125
Estimator
6585
6585
6585
6070
6075
6070
5060
5575
Superintendent
90100
80110
80110
80100
8095
80100
6575
7590
Finishing Super
7080
7085
7085
7085
7085
7585
6070
7585
Customer
Service
Coordinator
3550
4050
4250
4050
3545
4555
3540
4555
Customer
Service
Manager
6075
6075
6075
6075
4055
5575
5560
5575
Assistant
Superintendent/
Foreman
7080
6080
6080
5065
5570
5070
4560
5070
Site Clerk
3540
3550
3550
3550
3545
4050
3545
4050
Construction
Manager
100115
100115
100115
100115
100120
100115
100115
100115
Vancouver
Calgary
Edmonton
Winnipeg
GTA
Principal Partner
130160
130140
130140
120140
120145
Typical
VAN
CG
EDM
WIN
REG
GTA
OTT
MTL
Associate Partner
125150
120130
120130
115125
110140
175200
130180
130180
130180
120150
130180
140160
130170
Associate
115140
95110
95110
100110
100110
Vice President,
Construction
Manager
Project Manager
110130
120140
120140
100125
90120
115140
80100
100130
90140
90100
90100
90100
90100
Project
Coordinator
6575
6075
6075
5570
6080
6070
5565
6070
Engineer
90140
90140
90140
90120
90110
130150
130160
130160
120160
110140
125165
120130
125150
90120
90120
90120
85110
8095
Senior Project
Manager
Estimator
80100
7090
7090
80120
80100
7090
65100
6590
Superintendent
100120
90140
90140
95130
100120
100130
80120
100120
Finishing Super
7585
8095
8095
8095
75100
8595
7080
7585
Customer
Service
Coordinator
4560
4560
4560
5060
4560
4560
4045
4560
Customer
Service
Manager
6575
7590
7590
7590
5065
7590
6070
7590
Assistant
Superintendent/
Foreman
7585
7090
7090
6080
6580
7585
6070
7585
Site Clerk
4050
4555
4555
4555
5060
4555
4050
4555
Construction
Manager
120140
120150
120150
115130
100140
110150
90120
115130
Construction
Construction
HighRise Construction
High
VAN
Residential Construction
CG
EDM
WIN
REG
GTA
Vice President,
Construction
200250
180250
180250
185250
140180
185250
Project Manager
120140
150180
150180
130160
110120
115160
OTT
MTL
Low
VAN
CG
EDM
WIN
REG
GTA
OTT
MTL
160+
180+
Vice President,
Construction
125150
125150
125150
110150
100120
110150
110150
110150
110130
130160
Project Manager
7090
7085
7085
6575
6075
6070
5060
6070
4060
4055
4055
4050
4050
4050
3545
4555
110130
85110
85110
6080
6575
7090
6080
7090
Estimator
4060
4565
4565
4555
4560
5065
3545
4565
Superintendent
80100
6585
6585
6075
5570
6070
5560
6070
Finishing Super
7080
5060
5060
5060
5065
4050
4050
4550
4050
4050
4050
4050
3040
4555
3035
4555
6075
6075
6075
6070
4055
4050
5055
4050
6075
5060
5060
5060
5060
4050
4550
4560
4045
4050
4050
4050
4050
3545
4055
4050
5060
4555
4555
4555
4555
5055
5060
4555
Project
Coordinator
Senior Project
Manager
Project
Coordinator
6580
7080
6080
6070
6080
6080
6570
6080
Senior Project
Manager
150190
150200
150200
150200
120150
150200
130140
150190
Estimator
90120
80110
80110
80100
90110
90120
100120
90105
Superintendent
130200
130200
130200
120180
110120
130200
100130
120160
Finishing Super
8090
90120
90120
90120
90110
85120
8090
85110
Customer
Service
Coordinator
5060
5065
5065
5565
5565
4570
4550
5065
Customer
Service
Coordinator
Customer
Service
Manager
6580
85100
Customer
Service
Manager
Assistant
Superintendent/
Foreman
8090
80110
80110
7590
7590
75100
8090
7090
Site Clerk
4555
5570
5570
5060
5065
5570
5055
5570
150190
150200
150200
130160
130180
140200
120140
130160
Construction
Manager
80110
80110
80110
5575
85100
7075
Assistant
Superintendent/
Foreman
Architectural
Technologist
Architectural
Designer
Typical
VAN
CG
EDM
WIN
REG
GTA
OTT
MTL
Vice President,
Construction
150185
125185
125185
125175
120140
125175
125175
125160
Project Manager
80100
7595
7595
7085
7095
7085
6080
7085
6075
5065
5065
5060
4065
5060
4555
5565
120130
110130
110130
80100
90110
90110
7590
85110
Project
Coordinator
Senior Project
Manager
Estimator
7590
5575
5575
5070
6090
6580
4555
6580
Superintendent
85100
7595
7595
7590
70120
7090
6075
7090
Finishing Super
7585
6070
6070
5565
7095
6575
5055
5060
Customer
Service
Coordinator
4560
4560
4560
4555
4555
4560
3545
4560
Customer
Service
Manager
6585
6080
6080
6070
5065
6070
5560
5060
Assistant
Superintendent/
Foreman
6575
6070
6070
6070
6075
5060
5060
5065
Architectural
Technologist
4555
5070
5070
5565
5065
4555
5575
5575
Architectural
Designer
6075
5575
5575
5575
5570
5575
5575
5575
Construction
Construction
Residential Construction
High
VAN
CG
Development Management
EDM
WIN
REG
GTA
Vice President,
Construction
150225
150225
150200
150200
150+
150200
Project Manager
100110
90110
90110
80110
90100
85110
OTT
MTL
Low
Vancouver
Calgary
Edmonton
GTA
Ottawa
150200
150+
Vice President, Development
125160
110140
110140
125150
120150
7090
85110
Senior Development Manager
110120
90110
90110
100125
100110
Development Manager
7585
7590
7590
8595
8095
Junior/Assistant Development
Manager
4055
5065
5065
4565
5565
Vancouver
Calgary
Edmonton
GTA
Ottawa
150175
130150
Project
Coordinator
7080
5565
5565
5565
6580
6065
5560
6070
Senior Project
Manager
120150
120150
120150
100130
100120
110130
90100
110130
Estimator
85110
6595
6595
6585
100120
80120
5570
80120
Typical
Superintendent
90110
80110
80110
80110
100120
90110
7590
90110
150175
125160
120160
Finishing Super
8090
7080
7080
6070
90110
80100
5565
6080
120140
100120
100120
125150
110130
Development Manager
80110
85110
90110
100125
95110
Manager
6070
6070
6075
6080
6575
Vancouver
Calgary
Edmonton
GTA
Ottawa
175220
160220
160220
150200
160+
130160
120155
120155
150+
130150
100120
110130
110130
125+
110130
6580
7095
7090
7585
7585
Customer
Service
Coordinator
5080
Customer
Service
Manager
80110
70100
70100
7090
6585
7090
6065
6080
Assistant
Superintendent/
Foreman
7585
7090
7090
7085
8095
6070
6065
6070
Architectural
Technologist
7590
7090
7090
7085
7085
6065
6580
6580
Development Manager
Architectural
Designer
7590
7080
Manager
5080
7585
5080
7585
5080
7585
5070
7085
6070
7590
4550
7080
6080
High
Construction
Construction
Mechanical Construction
Low
Vice President,
Construction
Project Manager
Vancouver
Electrical Construction
Calgary
Edmonton
GTA
Ottawa
Low
Vancouver
Calgary
Edmonton
GTA
Ottawa
80100
80100
80100
80100
80100
5570
7090
7090
6070
6070
100120
80100
80100
80100
80100
Vice President,
Construction
5565
7090
7090
6070
7075
Project Manager
Project Coordinator
4050
5070
5070
3550
4550
Project Coordinator
4050
5070
5070
3550
4550
Chief Estimator
80100
80100
80100
100125
80100
Chief Estimator
80100
80100
80100
80100
80100
Estimator
5575
6080
6080
4060
5565
Estimator
5575
6080
6080
4060
6070
Superintendent
7080
80100
80100
6075
7080
Superintendent
7080
80100
80100
6075
6070
Assistant Superintendent
6070
7590
7590
7080
6070
6070
7590
7590
6070
5060
Vancouver
Calgary
Edmonton
GTA
Ottawa
Typical
Vancouver
Calgary
Edmonton
GTA
Ottawa
120140
Vice President,
Construction
100150
90120
90120
90120
120140
Typical
Vice President,
Construction
120140
90120
90120
100+
Project Manager
6595
80110
80110
7090
7590
Project Manager
75100
80110
80110
7090
7090
Project Coordinator
5070
6080
6080
5065
5060
Project Coordinator
5070
6080
6080
5065
5060
Chief Estimator
100130
90110
90110
100125
8095
Chief Estimator
120150
90110
90110
90110
7085
Estimator
75100
80100
80100
6080
6585
Estimator
75100
80100
80100
6080
7085
Superintendent
80100
90110
90110
75100
8095
Superintendent
80100
90110
90110
75100
7085
7080
80100
80100
7080
7080
7080
80100
80100
7080
6070
Vancouver
Calgary
Edmonton
GTA
Ottawa
High
Vancouver
Calgary
Edmonton
GTA
Ottawa
140+
100150
100150
130+
140160
Vice President,
Construction
150+
100150
100150
130+
140160
Project Manager
95130
90130
90130
90120
90110
Project Manager
100130
90130
90130
110+
90110
Project Coordinator
7090
7090
7090
7090
6070
Project Coordinator
7080
7090
7090
7090
7090
Chief Estimator
120150
100130
100130
125150
95120
Chief Estimator
150+
100130
100130
140+
85105
High
Vice President,
Construction
Estimator
100120
90110
90110
80120
8090
Estimator
100120
90120
90120
80120
85100
Superintendent
100150
100120
100120
100125
95105
Superintendent
100150
100120
100120
100125
85100
8090
90120
90120
7080
8090
8090
90120
90120
8090
8090
MEASURES OF WORTH
HUMAN RESOURCES
Human Resources
Business activity

activity to:
40.1%
55.3%
Increased
Remained the same
29.0%
Increase
Remain the same
Decreased
Decrease
31.4%
30.9%
13.3%
Hiring Trends
Human Resources (HR) now has a seat at the leadership table where they help companies
attain business objectives by developing and implementing robust and scalable HR programs.
This transition has been a long time in the making and were pleased to say HR is a trusted
business partner for the majority of Canadian companies. The human resources function has
remained stable in 2015, but we are seeing trepidation around growth given the turbulent
economy. Some companies have had hiring freezes and those that are hiring have been
able to choose from a pool of qualified, experienced candidates. As HR is increasingly asked
to take on a more strategic and analytical role, candidates with exposure to other functions
such as operations or finance are in demand. We are also seeing specific demand for bilingual
candidates, especially in Eastern Canada. Many large-scale business transformations have
already taken place and the demand for change management experts is flattening while more
companies are switching focus to talent management, with the goal of improving productivity
and retention.
Market Insights
Almost onethird (31%) of HR professionals say business activity decreased in 2015, which is
higher than the one quarter of cross-functional respondents who say the same. Looking ahead,
function leaders are more optimistic and expectations are comparable to the overall results
with more than half saying business activity will increase.
Economic outlook
HR professionals report similar hiring trends and plans to the crossfunctional average,
with about onethird reporting hiring increased in 2015 and a quarter saying they decreased
permanent staff levels. Looking ahead, more than half expect to keep staff levels steady,
with just 14 per cent expecting further decreases. This is on par with the overall results
of 15 per cent predicting lower staff levels in 2016.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
Years of experience
Increased
Decreased
Remained the same
15+
02
35
69
1014
15+
Years of experience
Increase
Decrease
Remain the same
22.3%
58.5%
Strengthening
Static
Weakening
19.2%
Human Resources
Human Resources
Roles in Demand


32.4%
29.4%
HR
analysts
Increased
Remained the same
42.1%
Decreased
While 49 per cent of HR hiring managers report a moderate skills shortage, we interpret
this as being related to the specific skills being sought by hiring managers, rather than
reflective of the number of candidates in the marketplace. For example some companies are
seeking hybrid skills in combinations that could be difficult to find, such as compensation and
talent acquisition. Where there are shortages, respondents report fewer people entering the
industry. However, we have seen high numbers of new graduates struggle to find their first
HR role and interpret the survey response as reflecting the difficulty finding those with two
to five years of experience. If employers continue to be hesitant to hire entrylevel candidates,
this mismatch between employer demand and market availability will worsen. Looking at
employers talent attraction strategies, most are focused on salaries and company culture,
rather than career progression or training, which would help address some of these very
specific internal skills requirements.
7.3% 1.3%
13.6%
71.8%
57.8%
30.6%
11.0%
50.2%
11.0%
Talent
management
specialists
Decrease
56.5%

Total rewards
specialists
Increase
Remain the same
14.1%
25.5%
HR
generalists
33.8%
61.8%
71.1%




Retirement

Nothing
Human resources teams must be business focused and align

their actions with company goals, such as investing in talent, and
divesting in areas that dont add value. For example, we are always
looking for sales professionals who can meet and exceed targets to
drive results. One way we are finding the best people is to spend more
time in interviews ensuring we get to know candidates beyond their
resume. On the retention and productivity front, we are increasingly
leveraging discretionary bonuses to drive behavior based on results.
David Clarkson, Director, Talent Acquisition, Compugen Inc.
Job Seeker Insights
Employer Insights
2
Take responsibility for upskilling
yourself. Assess your weak points
and consider training in specific areas
such as coaching, project management,
or HRIS technical skills to become a
more valuable candidate.
2
Building a strong employer brand is
especially important for finding HR
candidates, who are interested in
working for companies that value
HR and the potential it holds for
improving business results.
3
Apply to positions that match your
skill level. We are seeing a lot of
candidates either aiming higher than
their experience warrants, or looking
at roles that are a step back in
responsibility, which will be detrimental
to your career in the long run.
3
If you are looking for bilingual
candidates consider hiring junior
or entrylevel workers to train into a
more advanced role. Work with local
language schools to find students or
recent graduates who you can upskill
to meet other role requirements.
1
HR will always be a peopledriven
function. Network through the HRPA
and local groups, and leverage social
media to connect with potential mentors
and employers.
1
If you are hiring talent management
experts you need to walk-the-walk
on introducing best practices and
supportive policies and processes.
Other
Human Resources
Human Resources
Generalist
Salaries were stable in 2015, with slightly more people receiving pay rises of up to six per cent
compared with the crossfunctional results. Expectations for next year are consistent with the
overall trends, with about half saying they would offer increases of up to three per cent, and a
further quarter predicting increases of more than three per cent.
Low


0.6% 0.3%
1.4% 0.0%
0%
<3%
7.4% 9.4%
7.7%
3% to 6%
6% to 10%
29.6%
14.5%
52.1%
3% to 6%
6% to 10%
22.8%
>10%
54.1%
Benefit Insights
Benefits
4.9%
Flexible work hours
4.7%
4.1%
Gym membership
2.9%
0%
<3%
>10%
Overall HR respondents were less likely to

be adding new benefits in 2016, but where
changes were being made we are seeing
a focus on worklife balance with work
from home, flexible work options and
gym memberships increasing in popularity.
Financial benefits such as pension support
and performance bonuses are also being
embraced. Bonuses in particular are an
effective way to tie compensation costs
to business results.
Vancouver
Calgary
GTA
Ottawa
Montreal
Vice President
110120
110130
110120
100120
110120
Director
90110
90110
95110
95100
95110
Business Partner
7080
6575
7585
7080
7585
Manager
6575
7080
7585
7085
7585
Generalist
5565
4560
5565
5060
5565
Coordinator
3550
4050
4550
3550
4550
Administrator/Assistant
3540
3845
4550
3540
4550
Vancouver
Calgary
GTA
Ottawa
Montreal
120150
130150
120160
120150
120160
Director
110130
100130
110130
100130
110130
Business Partner
80100
80100
85110
80100
85110
Manager
8095
7595
85110
8095
85110
Generalist
6575
5575
6580
5575
6080
Coordinator
5060
4555
5060
4055
5060
4550
4252
5060
4050
4560
Typical
Vice President
High
Vancouver
Calgary
GTA
Ottawa
Montreal
Vice President
150200
150200
140200
140160
140160
Director
130160
145160
130160
125140
130140
Business Partner
100110
100110
110120
90115
110120
Manager
100120
100130
110120
90120
110120
Generalist
7581
7590
7590
7590
7590
Coordinator
5565
6575
5570
5565
5570
5055
5565
5570
5060
5570

2.7%
Human Resources
Human Resources
Organizational Development
Low
Vice President
Change Manager
Compensation & Benefits
Vancouver
Calgary
GTA
Ottawa
Montreal
100120
100120
100120
100120
100120
7080
7585
8090
7585
8090
Learning/Training
Manager
6070
6070
7080
6080
7080
Coordinator
4550
4550
5060
4050
5060
Typical
Vancouver
Calgary
GTA
Ottawa
Montreal
Vice President/Director
Low
100110
110130
110120
100115
110120
Manager
8090
90110
90100
80100
90100
Specialist
6575
6580
7080
6075
7080
Analyst
5565
6575
6575
5570
6575
Coordinator/
Administrator
5060
5060
5060
4050
5060
Vancouver
Calgary
GTA
Ottawa
Montreal
Vice President
120140
120140
120140
120140
120140
Typical
Vancouver
Calgary
GTA
Ottawa
Montreal
Change Manager
8090
80100
90110
80100
90110
110120
130150
120140
110140
120140
Learning/Training
Manager
7080
6070
8090
7085
8090
Coordinator
5060
High
5060
6070
4555
6070
Vancouver
Calgary
GTA
Ottawa
Montreal
Vice President
130160
130160
130160
130160
130160
Change Manager
90110
90110
110120
90110
110120
Learning/Training
Manager
8090
8090
90100
7090
90100
Coordinator
6070
6070
7080
5070
7080
Manager
90100
100120
100120
90115
100120
Specialist
6575
7585
85100
6575
85100
Analyst
6070
7080
7085
6080
7085
Coordinator/
Administrator
5565
5565
5565
4565
5565
Vancouver
Calgary
GTA
Ottawa
Montreal
120140
145160
130160
120150
130160
High
Manager
100110
110130
110130
100120
110130
Specialist
7585
95110
90110
7090
90110
Analyst
7590
90100
8595
7590
8595
Coordinator/
Administrator
6070
6070
6575
6075
6575
MEASURES OF WORTH
INFORMATION TECHNOLOGY
Human Resources
Recruitment
Low
Vancouver
Calgary
GTA
Ottawa
Montreal
Director
80100
90105
90100
80100
90100
Manager
7080
8090
7585
7080
7585
Specialist
5565
5570
6070
5065
6070
Administrator
4050
4560
4560
4050
4560
Typical
Vancouver
Calgary
GTA
Ottawa
Montreal
Director
100120
105120
110130
100120
110130
Manager
80100
90110
85110
80100
85110
Specialist
6080
6585
7085
6080
7085
Administrator
5060
5060
6070
4555
6070
Vancouver
Calgary
GTA
Ottawa
Montreal
Director
110130
120135
120140
115140
120140
Manager
100120
110125
100120
90115
100120
Specialist
7090
7590
80100
7090
80100
Administrator
5560
5565
6580
5565
6580
Vancouver
Calgary
GTA
Ottawa
Montreal
Manager
5570
8090
7080
6575
7080
Specialist
5060
6575
6070
4560
6070
Administrator
4550
5565
5060
4045
5060
High
HRIS
Low
Typical
Vancouver
Calgary
GTA
Ottawa
Montreal
Manager
6580
90100
8090
7080
8090
Specialist
6070
7585
7080
6075
7080
Administrator
5560
6575
6070
4565
6070
Vancouver
Calgary
GTA
Ottawa
Montreal
Manager
7590
100110
90110
80100
90110
Specialist
6575
8590
8090
7080
8090
Administrator
6070
7580
7080
5570
7080
High
Demand for experienced Information Technology (IT) professionals continues to grow in

regions such as Vancouver, GTA and Ottawa. This is being driven by a healthier North American
economy coupled with a lower Canadian dollar, which is seeing nearshoring projects from the
US into Canada becoming popular. Government IT spend is growing and is likely to see another
boost from the Liberal government, and in combination with the finance industry makes up
almost 50 per cent of the IT recruitment space. Retail and professional services are the fastest
growing industries in IT, with manufacturing and pharma experiencing modest growth.
Microsoft and Amazon have both opened offices in Vancouver and the west coast is seeing
significant funding and buyouts for startups, driving demand for developers. While new job
creation has slowed in Alberta due to the change in oil price, hiring remains prevalent as skilled
candidates become available and employers take the opportunity to hire for skills that were
previously scarce.
Market Insights
Almost 80 per cent of IT respondents (who are all hiring managers or above) expect the
economy to strengthen or remain stable in 2016, and about twothirds say that business
activity will increase next year. This shows optimism compared with 2015, when just half
say business activity increased. This shows the IT labour market was less affected by the
oil price than other functions and industry professionals expect it to bounce back faster.
Economic outlook
27.7%
51.5%
Strengthening
Static
Weakening
20.8%
Business activity

activity to:


50.9%
63.5%
38.8%
44.9%
Increased
Remained the same
Increase
Remain the same
Decreased
28.9%
Increased
Remained the same
35.7%
Decrease
Decreased
9.4%
25.5%
Hiring Trends
Overall IT hiring plans are optimistic with 45 per cent saying they will increase headcount in
2016, compared to 39 per cent who increased headcount in 2015. This is about 12 percentage
points higher than the cross-functional headcount average, with just 11 per cent saying they
will decrease headcount compared to 15 per cent overall.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
Decrease
43.9%
27.1%
20.2%
Increase
Remain the same
11.2%
Almost threequarters (72%) of IT hiring managers say the skills shortage is affecting
their industry, with 38 per cent blaming it on a lack of training and development available.
When asked how they were attracting top talent, IT respondents say they are focused on
salary and company culture. Just onethird are promoting career progression, and only
a quarter are offering training and professional development, despite most respondents
saying that a lack of training and development is increasing the skill shortage.

1.3%
18.8%
11.6%
12.3%
37.7%
35.0%
15.2%
02
Years of experience
35
69
1014
15+
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

Underpinning every IT job is the need to have stronger business acumen, creating a stronger
connection between the work that IT does and how it achieves the ultimate objective
of creating business value. Anyone with a hybrid IT/business skillset will be in high demand.
55.0%
25.0%
40.0%
23.2%
52.5%




Retirement

Nothing
Other
Steve Heck, CIO, Microsoft Canada
Roles in Demand
.Net, Java,
C# developers
UI/UX
specialists
The delivery of traditional IT functions will increasingly be delivered as a service by

companies who specialize in this work and do it at scale. The importance of IT will increase as
will ITs impact on the organization it supports. IT will be an exciting place to build a career.
Mobile
developers
AML
Security
experts
The challenge for most companies is that they will be hiring for
technologies or skillsets which are newly emerging, and by default,
experienced people are not readily available. Companies will need
to look for individuals that have a solid base of knowledge and
experience, are up for a challenge and thrive in a dynamic,
ambiguous environment. People with a growth mindset are the
ones who will create the future and therefore can expect to be
highly coveted by hiring managers.
In 2015 overall salaries remained stable and on par with the cross-functional results,
although more IT professionals report having a salary freeze in place in 2015 and 2016.
Eight per cent of IT respondents said salaries increased by more than six per cent
in 2015, low compared to previous years but still double the cross-function rate (4%).
Looking ahead to next year, IT managers were predicting a very similar outcome
to 2015, aligned with the overall numbers but with a bigger spread seeing more
workers getting no pay increase, and almost triple the cross-functional rate (3.4%)
seeing a morethansix per cent raise.

1.8%
Job Seeker Insights
1
If reaching an executive role is a
career goal, gaining exposure to
many environments through contracts
early in your career is ideal. However,
moving to a permanent management
role is necessary to demonstrate
stability and commitment.
Employer Insights
1
Be part of solving the skills shortage by
establishing training and development
programs for your employees. Not only
will you create a talent pipeline to grow
your own future experts, you also provide the
career paths IT professionals want, which will
support your recruitment and retention goals.
2
Develop your skills in indemand
programs and languages by finding
opportunities for selfstudy such as
online training or coding bootcamps
to stay competitive.
2
IT candidates want to be using the
latest technology and be part of a cool
work environment. You will see retention
improve with perks such as the opportunity
to choose their own equipment, and create
their ideal workspace.
3
Contract roles will offer higher pay and
more flexibility and variety so if base
salary is most important to you then
focus on finding contracts, and on
developing the skills that are in high
demand.
3
Alberta employers who have a number
of contractors working for them should
look at rightsizing and rate reduction
exercises now that there is more talent
available on the market, especially if you
compromised on the skills you needed at
time of hiring.
10.1%
0%
<3%
3% to 6%
6% to 10%
>10%
22.0%
6.4%
17.3%
0.9%
9.2%
12.8%
6.4%
19.3%
0%
<3%
3% to 6%
6% to 10%
>10%
51.4%
42.4%
Benefit Insights
Benefits
11.2%
Flexible work hours
7.5%

5.6%
Gym membership
5.1%
4.7%
Work from home and flexible work

options are particularly popular for IT roles,
with 75 per cent offering at least one of
the two, even more than the 72 per cent
who offer extended health benefits.
Career growth and vacation are the two
benefits IT professionals say are the most
impactful, with individual performance
bonuses, flexible work options, and employer
pensions rounding out the top five benefits
considered most important. For IT employees,
working from home full-time could highlight
to your employer that your role can be
completed in a more cost-effective location
outside Canada.
Business Intelligence
National
Development
Low
Typical
High
National
Low
Typical
High
BI/Data Warehouse Architect
85100
100115
115130
Development Director
109115
120130
140145
BI Manager
9599
100115
115130
Development Manager
93100
110120
125130
MI Manager
8386
8993
9599
Software Architect C#/ASP.net
90100
105115
120127
Data Manager
8185
8790
9295
Software Architect Java
90100
105115
120127
Information Manager
8085
8790
9194
Software Architect VB.net
8190
100110
120127
Database Designer
6575
7585
85100
Technical Lead C#/ASP.net
8590
9195
100110
Database Administrator
6575
7585
85100
Technical Lead Java
8590
9195
100110
Database Developer
5570
7080
8090
Technical Lead VB.net
7280
8590
95100
ETL Developer
6575
7585
8595
Senior/Analyst Developer C#/ASP.net
7277
8085
95100
BI Developer
6575
7585
8595
Senior/Analyst Developer Java
8185
8993
95100
MI Developer
4752
5559
6570
Senior/Analyst Developer VB.net
7280
8286
8892
Performance Analyst
5459
6065
7078
Developer C#/ASP.net
5459
6065
6670
BI Analyst
5156
6065
6671
Developer Java
6570
8085
8590
MI Analyst
4752
5559
6570
Developer VB.net
5459
6064
6772
Junior Developer C#/ASP.net
4043
4446
4751
Junior Developer Java
4043
4446
4751
Junior Developer VB.net
4043
4446
4751
Cloud Infrastructure
National
Low
Typical
High
Enterprise Architect AWS
155158
159162
163165
Enterprise Architect Citrix
109112
113116
117119
Enterprise Architect Vmware
126130
132137
140145
Architect AWS
121123
124126
Architect Citrix
Mobile Developer iOS/Android/Win
7479
8086
100110
Web Developer PHP/Ruby/Perl/etc
5560
8590
9095
127130
Front End Web Developer HTML/CSS/

XML/etc
6575
7585
9095
100103
104106
107110
Sharepoint Developer
7280
8595
100115
Architect Vmware
117119
120122
123126
Analyst Programmer C/C++
5459
6067
7588
Project Manager AWS
119124
126130
135141
Database Developer MSSQL/PL/SQL
7075
8085
9095
Project Manager Citrix
100102
103105
106108
Project Manager Vmware
109111
112115
116119
Senior Engineer AWS
9192
9395
95110
Senior Engineer Citrix
8688
8991
9295
Senior Engineer Vmware
95100
100104
105109
Engineer AWS
8486
8790
9193
Engineer Citrix
8081
8283
8486
Engineer Vmware
8385
8688
8990
Enterprise Resource Planning (SAP)

National
Enterprise Resource Planning (Oracle)
Low
Typical
High
Program Manager
118125
135145
158163
Project Manager
100105
107111
113118
National
Low
Typical
High
UCM Developer
8190
95105
110118
ODI Developer
8084
9094
9599
Solution Architect
109115
120125
130136
OBIEE Developer
8084
9094
9599
Technical Architect
109115
120125
130136
HR Consultant
8084
9094
9599
AFS Consultant
9099
100109
110119
Procurement Consultant
8084
9094
9599
APO Consultant
8190
95105
110118
Financials Consultant
8084
9094
9599
Infrastructure
BASIS Consultant
7379
8089
90100
BI Consultant
8190
95105
110118
BIBO Consultant
8190
95105
110118
CRM Consultant
9099
105115
120127
CS Consultant
8190
95105
110118
FI/CO Consultant
8190
95105
110118
HCM Consultant
8190
95105
110118
ISAutomotive Consultant
8190
95105
110118
ISOil Consultant
7075
7783
8590
ISPublic Services Consultant
8190
95105
110118
ISRetail Consultant
8190
95105
110118
ISUtilities Consultant
8190
95105
110118
Netweaver Consultant
100109
110119
125135
PP/PI Consultant
8190
95105
110118
SD/MM Consultant
8190
95105
110118
SRM Consultant
8190
95105
110118
WM/QM/PP Consultant
8190
95105
110118
ABAP Developer
6370
7585
9099
National
Low
Typical
High
Infrastructure Specialist/Architect
8090
100110
115130
Service Delivery Manager
8090
90100
100120
Network Engineer
5060
6080
80100
Server Support Engineer
4555
6075
80100
Field Engineer
5060
6070
7080
Service Desk Manager
8090
90100
100110
Systems Administrator
4555
6075
80100
Application Support Analyst
4550
5559
6570
Desktop Support Analyst
3040
4050
5060
Helpdesk/Service Desk Analyst
3040
4050
5060
Projects & Change Management
Leadership
National
Low
Typical
High
National
Low
Typical
High
Transformation Director
180190
210220
230250
Program Director
150170
180200
220230
CIO TSX 60
280300
320350
380400
Head of PMO
130135
150155
160165
CIO TSX 300
180190
210220
230250
Portfolio Manager
110130
135140
150155
CIO SME
130150
170190
200220
Program Manager
110115
134140
160165
CTO TSX 60
230240
245255
260270
Project Manager Senior
110115
115120
120125
CTO TSX 300
145165
175195
200220
Project Manager Mid
8590
100104
105109
CTO SME
130149
160179
180200
Project Manager Junior
5055
6065
7075
IT Director TSX 60
215225
230260
270290
Change Manager
105110
120125
130135
IT Director TSX 300
145165
175195
200220
Release Manager
100105
115119
120125
IT Director SME
145165
175195
200220
Business Analyst Senior
9599
100104
105110
Chief Information Security Officer
145155
160170
170180
Business Analyst Mid
6570
7580
9095
Head of IT Security
130140
160170
175185
Business Analyst Junior
4550
6065
7580
Head of IT
110120
150159
160165
Head of Development
110120
150159
160165
Head of Infrastructure
110120
150159
160165
Low
Typical
High
Head of Service Delivery
110120
150159
160165
Information Security Architect
110115
120125
130135
Information Security Manager
100105
110115
120125
Head of Business Intelligence
130140
160170
175185
Business Architect
120130
140150
165175
Enterprise Architect
125135
140150
170180
Technical Architect
110120
150159
160165
IT Manager
85100
100115
115130
Security
National
Information Security Software Developer
8084
8590
95100
Information Security Engineer
8084
8590
95100
Information Security Analyst
7080
8090
90100
Information Security Administrator
7080
8090
90100
CLAS Consultant
90100
110120
125135
Penetration Tester
90100
110120
125135
Telecoms
National
Testing (functional)
Low
Typical
High
Program Manager
120125
140145
160165
Manual QA Analyst
5560
6575
7585
Project Manager
110115
120125
130135
Automated QA Analyst
6070
7080
8090
National
Low
Typical
High
Project Coordinator
5055
6065
8085
Senior Test Analyst
7075
8085
9095
Business Analyst
8085
9095
115120
Technical Lead
8090
8590
100110
IP & Ethernet Engineer
7580
9095
105110
Test Analyst
5055
5560
7075
Network Deployment & Support Engineer
7580
9095
100105
Test Lead
7580
8085
9095
PDH/SDH Transmission Design Engineer
6570
8085
9095
Test Manager
9094
9599
100104
NOC/NMC Support Engineer
6570
9095
105110
DevOps
6570
8085
9095
Provisioning Engineer
5055
6065
7075
Voice & Contact Centre Engineer
6570
8085
95100
Network Capacity Planning Engineer
8085
9095
105110
RAN/RF Engineers
6065
7075
8085
Mobile Network Architect
105115
120130
135145
OSS/BSS Solutions Architect
105115
120130
135145
Product Manager
8590
110115
130135
Testing (functional)
National
Low
Typical
High
QA Analyst
5055
5565
6575
Senior Test Analyst
6070
7080
8595
Technical Lead
8085
8590
100105
Test Analyst
5055
5560
7075
Test Lead
7075
8085
9095
Test Manager
9095
95100
100110
Testing (nonfunctional)
National
Low
Typical
High
QA Analyst
5560
6267
7075
Senior Test Analyst
6065
7075
9095
Technical Lead
8085
8590
100105
Test Analyst
5055
5560
7075
Test Lead
7580
8287
9095
Test Manager
9095
95100
100105
MEASURES OF WORTH
LEGAL
Legal
Business activity

activity to:
39.1%
53.1%
Increased
Remained the same
Increase
Remain the same
Decreased
42.2%
Decrease
39.1%
18.7%
7.8%
Hiring Trends
The legal market in Ontario has remained relatively stable throughout the changing
economic conditions of 2015. The main practice areas that have been negatively affected
are those Corporate teams that service the mining and resources sectors. The impact on
these business law groups is not unprecedented and is caused by the changing commodity
prices internationally. Where workflow suffers, it tends to mean that lawyers exiting the
firms are simply not replaced, but we have also seen some restructuring in this area.
The landscape of the private practice market in Toronto is becoming more international
due to several mergers and acquisitions with overseas firms or brands over the last few years.
This has allowed for a balanced demand for lawyers, especially those who bring their own client
following. An increasing number of boutique law firms expanding is causing more demand for
experienced support staff, especially assistants and clerks with two to five years experience.
Similar to last year, demand exists in insurance litigation and commercial real estate.
Market Insights
The legal industry reported a positive year in 2015 with more than 80 per cent saying
business activity increased or remained stable. While fewer say business activity increased
compared with the crossindustry results, the number reporting decreased activity is
almost 30 per cent lower than the national rate, and 2016 is looking even better with less
than 10 per cent predicting a decrease. Legal industry respondents were also more optimistic
about Canadas economic outlook for 2016 with onethird expecting it to strengthen.
Economic outlook
Legal professionals report that hiring largely remained stable in 2015 with 58 per cent saying
headcount remained the same. Fourteen per cent decreased staff levels in 2015, half the
crossindustry rate of 28 per cent. Next year looks similar, with a few more reporting plans
to increase headcount and few predicting decreases.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
Years of experience
35
69
1014
15+
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

32.8%
Strengthening
Static
Weakening
43.8%
Competition is always high for the best candidates in the legal market. At Baker & McKenzie
we particularly look for those who have had global and national exposure, working in
professional services. Our brand recognition is very important as it differentiates Baker &
McKenzie in the market and reflects our reputation in the legal industry.
Bernice Durdin, Human Resources Manager, Baker & McKenzie LLP
23.4%
Legal
Legal
Roles in Demand


34.9%
27.9%
Increased
Remained the same
58.1%
Decreased
Associate
Lawyers (37
years post call
experience)
Tax, Real
Estate and
IP Lawyers
Litigation
assistants
Personal
injury/insurance
defence
assistants
Commercial
real estate
clerks
Increase
Remain the same
Decrease
58.1%
7.0%
14.0%
While 45 per cent say there is a moderate skills shortage, just 13 per cent say it is significant or
extreme, indicating a good balance of talent and opportunities in the market. Where shortages
exist, most say a lack of training and development is to blame. Almost one in five (17%) say
people leaving to join other industries is to blame, which is not a leading factor in most other
industries indicating that legal professionals may be more likely to choose to change industries.
I definitely believe that a stint in private practice with a law

firm makes the most sense. The practical experience that the right
opportunity will provide is invaluable to a persons ability in the
first instance to handle and thereafter to excel in a legal career in
sports. The next step is dependent on a number of factors, the most
important of which come down to hard work, visibility, the relationships
you are able to develop (either inside or outside the workplace),
and good fortune.
Bill Daly, Deputy Commissioner, National Hockey League

0.0%
18.9%
7.7%
62.2%
17.3%
51.4%
38.5%
35.1%
9.6%
45.9%
59.5%
26.9%




Retirement

Nothing
Other
Job Seeker Insights
Employer Insights
2
Finding a niche and becoming a
specialist will make you a more
highly soughtafter candidate.
2
Prioritize training your junior employees
and recent graduates to create a talent
pipeline for the future.
3
Legal support professionals should
determine their priorities as we are
seeing some choose to compromise
on salary to find a stable, permanent
position with benefits.
3
The legal profession has a reputation
for long hours but more candidates
are looking for flexible work and work
from home options as experienced
lawyers who have previously been
very careerfocused start to prioritize
worklife balance.
1
For lawyers your business development
skills could be just as important as your
understanding of the law as your ability
to attract and retain clients becomes a
key selling point for employers.
1
Smaller firms struggle to differentiate
themselves from the large, highprofile
firms. Establish your employer value
proposition and develop networks
to connect to target candidates so they
know who you are and what you offer.
Legal
Legal
Lawyers
Overall legal salary changes in 2015 were comparable to the crossindustry averages,
with slightly more reporting no pay raises for the year. Most are predicting similar results
for next year, with almost half expecting to offer increases of up to three per cent and just
under a quarter offering three to six per cent, which is very similar to what we are seeing
in the overall expectations for 2016.
Small Firm

0.0% 4.4%
4.4%

0.0%
0%
<3%
22.2%
6.7%
4.4%
3% to 6%
6% to 10%
24.4%
>10%
15.6%
3% to 6%
6% to 10%
24.4%
48.9%
44.4%
0%
<3%
>10%
First Year Associate
Benefit Insights

4.8%
4.8%
Flexible work hours
3.6%
Legal respondents list career growth,

vacation, and flexible work options
as the most important benefits for
recruitment and retention. An increasing
number of legal employers are adding
work from home and flexible hours to their
packages, with extended health benefits,
gym memberships and pension support
also proving popular.
Gym membership
3.6%
3.6%
National
Small Firm
National
6075
Junior Legal Assistant
Lawyer (24 years post call)
70110
Intermediate Legal Assistant
3547
110150
Senior Legal Assistant
4555
Income Partner/Senior Lawyer
150200
Junior Law Clerk
3542
Intermediate Law Clerk
4555
Senior Law Clerk
5065
Midsize Firm
National
3036
7090
Paralegal
4055
85125
Office Manager
5065
125170
Midsize Firm
National
Income Partner
170+
3540
4052
85100
5060
105140
Junior Law Clerk
4048
140230
5065
Senior Law Clerk
6080
Paralegal
4558
Office Manager
6085
Large Firm
Benefits
Legal Support
Income Partner
National
205+
In-House
Small-Medium Company
Junior Counsel
(typically 13 years)
Legal Counsel
Senior Counsel
General Counsel
(typically 8 years plus)
Large Company
Junior Counsel
Legal Counsel
Senior Counsel
General Counsel
(typically 8 years plus)
National
7595
Large Firm
95125
3842
4455
5570
Junior Law Clerk
4050
5070
Senior Law Clerk
6595
120180
170225
National
85110
105140
130220
National
Paralegal
5570
Office Manager
75105
Small Firm: up to $25m in revenue

Midsize Firm: $25250m in revenue
Large Firm: $250m or more in revenue
200300
*Years account for post call experience
MEASURES OF WORTH
LIFE SCIENCES
Life Sciences
Business activity

activity to:
71.6%
81.5%
Increased
Remained the same
Increase
Remain the same
Decreased
Decrease
21.0%
14.8%
3.7%
7.4%
Hiring Trends
The pharmaceutical industry in Canada, as well as globally, continues to contract. 2015 was a
very active year in terms of mergers and acquisitions. Many of the companies that have made
acquisitions have streamlined operations, leaving a significant number of qualified candidates
looking for new opportunities. The industry continues to trend more towards rare disease and
specialty products. Weve seen an increase in the number of specialty/rare disease companies
commercializing in Canada and expect that to continue. The trend in the industry towards more
specialty, niche products is creating a demand for individuals that have experience in those
areas. Oncology is a therapeutic area that continues to see significant growth, and individuals
with oncology experience in access or medical affairs are highly sought after. There is also a
greater level of complexity in the more niche therapeutic areas which reduces the number of
candidates able to successfully complete the work.
Market Insights
Canadas life sciences professionals had a very positive year, with 72 per cent saying business
activity increased in 2015, compared with just 46 per cent of crossindustry respondents saying
the same. Looking ahead, pharma respondents are optimistic with 82 per cent predicting an
increase in business activity in 2016.
With 40 per cent of life sciences employers saying they increased headcount, and a quarter
saying it decreased, the industry is seeing some impact from the changing economy, but most
are particularly optimistic about next year. Almost half (45%) say headcount will increase above
a Canadawide result of 34 per cent and a further 47 per cent expect it to remain stable.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
Years of experience
35
69
1014
15+
Years of experience
Economic outlook
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

35.8%
38.3%
Strengthening
Static
Weakening
25.9%
Life Sciences
Life Sciences
Roles in Demand


40.4%
44.7%
Market
access
managers
Increased
Remained the same
34.1%
Decreased
Decrease
46.8%
As national Pharmacare talk becomes more than just

background noise, specialty companies are investing heavily
in developing pragmatic economic pricing and access models
and supporting budget impact analyses to ensure innovation
doesnt remain at the product approval door step but actually
plays a role in patient care.
Only half of pharmaceutical professionals say there is a skills shortage affecting the industry,
with less than 10 per cent saying the problem is significant or extreme. Where shortages exist,
most blame it on a lack of training and development in the industry, but only onethird are
offering such development as part of their talent attraction strategy.

12.5%
7.5%
10.2%
60.0%
35.0%
11.6%
44.9%
37.5%
20.3%
Medical
science
liaisons
Increase
Remain the same
8.5%
25.5%
Health
economics
managers
Job Seeker Insights
Employer Insights
2
Set yourself apart by getting involved
in professional associations and industry
organizations. Experience serving
on a committee or board will give you
networking opportunities, as well as
standing out on your resume.
2
Be transparent about your current
portfolio and pipeline. Candidates will
not be impressed with disingenuous
dealings, and it could sour your working
relationship if a new employee discovers
their work is not as it was described.
3
Focus on opportunities that are closest
to what youve managed in the past.
For example, if youre coming from
pharmaceutical marketing, focus on
the therapeutic area and similar stages
or situations.
3
Qualified candidates are prioritizing
career growth and are hesitant to
move without significant increases
in compensation and responsibilities.
Create a succession plan and
communicate it to show candidates
where they could progress to in a
three to five year period.
1
Find an area of interest and focus on
getting specialized experience to
become more valuable to employers.
As the industry trends towards more
specialty, niche products, there is
demand for people with specific
experience in those areas.
1
Reputation matters in a small business
community such as pharmaceuticals, and
its not just about having a strong brand.
Poor one-on-one interactions such as
leaving unsuccessful candidates feeling
slighted can have a lasting impact when
those individuals share their experiences
within their professional network.
42.5%
55.0%
13.0%




Retirement

Nothing
Other
Life Sciences
Life Sciences
Regulatory Affairs
In the specialized biopharmaceutical space, we would expect to see a 1015%
increase in the base salary structure together with even more custom people retention
plans. Retention plans become very key as the individual becomes highly specialized
in the role and represents a unique company talent. Nonfinancial benefits are also
expected to be increasingly important.
Just eight per cent of pharmaceuticals professionals say salaries did not increase in 2015,
less than half the overall rate across all industries. Next year is still looking optimistic,
with more than 80 per cent of respondents saying salaries will increase by up to six per cent.
Pharmaceuticals
Low
Typical
High
Vice President, Regulatory Affairs
160+
160+
160+
Regulatory Affairs Senior Associate
7075
7585
85+
Regulatory Affairs Project Leader
7075
80100
95120
Regulatory Affairs Manager
90120
90120
110130
Regulatory Affairs Director
110130
110130
130160
Regulatory Affairs Associate
5570
5570
70+
Medical Device
Low
Typical
High
160+
160+
160+
Regulatory Affairs
6070
6580
80+

6075
7595
85120

90125
90125
110130
100125
100125
125170
0%
<3%
5060
6065
65+
3% to 6%
6% to 10%
Generic
Low
Typical
High
160+
160+
160+
6075
6575
75+
3.8% 0.0%
0.0%
0%
<3%
3.8% 7.5%
5.7%
1.9% 9.4%
3% to 6%
6% to 10%
30.2%
52.8%
30.2%
>10%
54.7%
Benefit Insights
Benefits
8.0%
5.3%
More than 10 days of vacation (for new hires)
5.3%
Flexible work hours
4.4%
>10%
Career growth, performance bonuses,

vacation and pension support top the
list of mostdesired benefits, and pharma
employers are responding to that demand
with eight per cent adding a pension or
RRSP to their offerings in 2016. A further
five per cent are increasing vacation time,
with flexible work options also proving
popular. Working with pharmaceuticals
companies we are also seeing company
cars and bonuses of up to 20 per cent
become common.

6570
7090
90+
75120
75120
90120
100120
100120
120160
Regulatory Affairs Consultant
75125/hr*
75125/hr*
75125/hr*
5060
5065
65+
* Hourly rate
4.4%
Life Sciences
Life Sciences
Biostatistics & SAS
Quality Assurance
National
Low
Typical
High
National
Low
Typical
High
Biostatistician
8090
90120
120+
Vice President, Quality Assurance
140+
140+
140+
SAS Programmer
8090
90110
110+
Quality Assurance Senior Associate
6070
7090
90+
Quality Assurance Manager
7085
85110
110+
Clinical
National
Low
Typical
High
Clinical Project Manager
90120
120140
140160
Clinical Data Manager
7090
90110
110130
Clinical Research Associate
6090
90110
100120
Low
Typical
High
95105
105115
115+
Vice President, Market Access
190200
200210
210+
Director, Market Access
150160
160170
170+
Manager, Market Access
120130
130140
140+
Manager, HEOR
Medical Affairs
National
Low
Typical
High
Vice President, Medical Affairs
220+
220+
220+
Medical Director
180220
180220
220+
Medical Advisor
130140
140160
160+
Medical Science Liaison Manager
120130
130140
140+
8595
95120
120+
Medical Science Liaison
110130
110130
130+
6080
80100
110+
Quality Assurance Associate
5060
6070
7075
Low
Typical
High
120130
130160
160+
6575
7595
95+
Sales & Marketing

National
Health Economics & Market Access

National
Quality Assurance Director

Quality Assurance Auditor
Sales Director
Specialty/Hospital Sales Representative
Sales Representative
4555
5565
65+
200220
220260
260+
Business Unit Head
150170
170190
190+
Marketing Director
130150
150175
175+
Product Manager
90100
100130
130+
Low
Typical
High
General Manager
Patient Services
National
Manager, Patient Services
6575
7595
95+
Regional Nurse Case Manager
5565
6575
75+
Manager, Reimbursement
5560
6075
75+
Reimbursement Specialist
4045
4555
55+
Validation
National
Low
Typical
High
500750/day
500750/day
7501000/day
Validation Manager
8090
90100
100+
Validation Specialist
6070
7090
90+
Validation Consultant
Daily rate
MEASURES OF WORTH
MANUFACTURING & LOGISTICS
Business activity

activity to:
46.1%
61.1%
Increased
Remained the same
Increase
Remain the same
Decreased
27.4%
Decrease
27.8%
11.1%
26.5%
Canadas manufacturing sector has been doing well, but the commodity market crash in
China and the dropping price of oil are shaking the confidence of the Canadian manufacturers.
The cheaper Canadian dollar is helping some manufacturers but those who are importing
raw material from the US are struggling with the loss of buying power. This has led to many
employers being cautious and waiting for the market to stabilize in the US and China.
We are still seeing skills shortages especially in the maintenance trades. This is due to strict
TSSA requirements and fewer apprenticeship opportunities available at the manufacturing
sites. This leads to limited opportunities for those candidates who have the right technical skills
but are not able to apply for jobs that require the necessary license; especially in the case of
millwrights, electricians and power engineers. On the other end, the demand for these skilled
workers is high as most manufacturing companies are heavily investing in plant automation
(high speed packaging lines, packaging robots, material handling robots etc.) to reduce labour
costs and improve overall plant productivity. Automation technicians, reliability engineers,
maintenance engineers, and plant engineers still remain in high demand. On the supply chain
side, material management, demand planning, and supply planning skills are in demand as
manufacturing is heavily led by JIT inventory.
Market Insights
Manufacturing and logistics industry respondents report business activity similar to the
crossindustry averages, with 46 per cent saying it increased in 2015 and 61 per cent
expecting it to further increase in 2016. Industry professionals are cautiously optimistic
about Canada economic outlook with 81 per cent expecting the economy to be stable or
strengthen in 2016.
Economic outlook
Hiring Trends
Hiring was on par with 2015 crossindustry results for the manufacturing industry, and is
expected to match overall rates again next year. About half of employers say headcount will
remain the same in 2016, almost 10 percentage points higher than the 41 per cent who say it
was stable in 2015. This change largely comes from a drop in the number of employers who
expect to decrease headcount, down to 14 per cent from 27 per cent in 2015.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
Years of experience
35
69
1014
15+
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

27.0%
54.0%
Strengthening
Static
Weakening
19.0%
Companies need to invest in training, internal communication and employee development.

Job satisfaction is very important which comes with recognition, communication and investment
in employee development.
Roles in Demand


32.2%
35.7%
Licensed
millwrights,
electricians
Increased
Remained the same
41.3%
Decreased
26.5%
50.3%
Process
Lean Six
Sigma
Plant &
operations
managers
Decrease
Economic conditions have changed in the last two months, largely because of the
uncertainty of the US Foreign exchange and the weakening of the Canadian dollar.
This turbulence affects our customers ability to make capital investments and affects
the sector largely but I foresee it stabilizing and people becoming accustomed to it.
Threequarters (75%) of manufacturing and logistics employers say there is a moderate

to extreme skills shortage in the industry. Two main factors seem to be driving that shortage,
with onethird blaming a lack of training and professional development, and another third
saying fewer people are choosing to enter the industry. With 42 per cent offering training
and development to attract new candidates there is action being taken to improve the existing
skills available.
1.7%
15.3%
10.5%
Job Seeker Insights
Employer Insights
2
Take responsibility for your own
upskilling. From a technical point
of view that may mean attending
school part-time or taking on new
responsibilities at work.
2
Look for candidates with transferable
skills and experience to grow into
a role. For example, production
supervisors from the automotive
industry could transfer into a
leadership role in another sector.
3
If your career goal is to achieve
a management position look for
opportunities to lead groups and
special projects. There is demand
for experienced people managers in
manufacturing and you may need to
guide your own development if your
employer does not have professional
development programs.
3
This years survey shows career growth
and progression are especially important
to manufacturing professionals.
Set yourself apart and get the skills
you need by introducing consistent
internal training to upskill your staff or
offer perks like tuition reimbursement.
1
Employers are being very specific
about what skills and experience they
are looking for, so emphasize your
transferable skills and past successes,
such as exceeding targets or improving
productivity, in order to be noticed.
63.6%
42.4%
12.0%
Inventory,
supply chain
planning
Increase
Remain the same
14.0%

Maintenance
& reliability
engineers
1
Many manufacturers are being very
specific about what skills and experience
they need, and are missing out on good
candidates that may not tick all the
boxes. Be clear about musthave
versus nicetohave skills, so as
to not over look good candidates.
34.6%
9.5%
42.4%
53.4%
56.8%
33.5%




Retirement

Nothing
Other
Manufacturing
There is not enough done at the college or at the university level. Sometimes technical
colleges are a better fit for our industry requirements than universities but having said that,
the colleges/universities need to tailor and update their programs to the ever-evolving
technologies, automation and industry needs.
National
Chief Operating Officer
Low
Typical
High
180200
200225
225300
Vice President, Operations
95110
110125
165185
Vice President,
Warehousing/Transportation
90100
100110
110165
Vice President, Manufacturing
110135
135150
150200
Regional/District Operations Manager
110135
110140
115150
Regional Director, Manufacturing
110135
110140
115150
Regional Director, Corporate Compliance
110135
110140
115150
Regional Director, Quality Assurance
110135
110140
115150
Vice President, Supply Chain
100110
110120
120145
Director, Sales & Operations Planning
90100
100115
115135

Manager, Supply Planning
7580
8090
90120
Salary increases in the manufacturing industry were slightly higher than the overall averages
with just 15 per cent saying there were no increases, compared with 22 per cent overall. Next
year is looking similar, although more people are saying increases will be below three per cent.
0.7% 4.6%
0.7% 1.3%
4.0%

0%
<3%
11.3%
2.0%
3% to 6%
6% to 10%
27.1%
11.9%
55.6%
3% to 6%
6% to 10%
20.5%
>10%
60.3%
Benefit Insights
Benefits
Flexible work hours
5.4%
4.7%
4.0%
0%
<3%
>10%
Flexible work hours and work from home

options top the list of manufacturing
employers plans for next year, with extended
health benefits, pension support and extra
vacation also in the cards. Vacation is one of
the highest rated for impact on recruitment
and retention, and just 44 per cent already
offer extra so further increasing paid leave
is a good way for employers to stand out.
Other
Manager, Demand Planning
7580
8090
90120
Operations Manager
90100
110115
115130
Plant Manager
100125
125150
150180
Operations Group Leader
80100
100125
125155
Group Leader
80100
100125
125135
Team Leader
6065
6575
7585
Materials Group Leader
80100
100125
125135
Manager, Production Planning
7580
8090
90100
Production Planner Scheduler
5565
6580
8085
Maintenance Manager
8595
95110
110135
Reliability Group Leader
8595
95110
110135
Reliability Team Lead
6065
6575
7585
Reliability Engineer
7585
85100
100115
Director, Process Optimization
100110
110125
125130
Director, Industrial Engineering
100110
110125
125130
Director, Process Improvement
100110
110125
125130
Vice President, Reliability & Engineering
110115
115135
135150
Director, Plant Automation
100110
110125
125130
3.7%
3.4%
Logistics
National
Low
Typical
High
Maintenance Supervisor
6575
7585
85100
Manufacturing Engineer
6575
7580
8595
MRO Planner
4555
5565
6575
Production/Packaging Supervisor
5565
6575
7585
Engineering Manager
90100
100115
115130
Production Manager
7585
8595
95125
8595
85100
110135
Sanitation Group Leader
7080
8090
90100
Sanitation Team Leader
5060
6070
7075
Quality Engineer
6070
6575
7580
Process Engineer
5565
6575
7590
Process Modelling Analyst
5055
5565
6580
Industrial Engineer
5055
5565
6580
Chief Operating Engineer
8090
90110
110135
Second Class Stationary Engineer
3240/hr*
3240/hr*
3240/hr*
Dual Ticket
3540/hr*
4042/hr*
4042/hr*
Certified Electrician
2732/hr*
3238/hr*
3842/hr*
Certified Millwright
2732/hr*
3238/hr*
3842/hr*
Refrigeration A
2732/hr*
3238/hr*
3842/hr*
Refrigeration B
2732/hr*
3238/hr*
3842/hr*
* Hourly rate
National
Low
Typical
High
Vice President,
Warehousing/Transportation
95105
105125
125250
Vice President, Operations
95105
105125
125200
Regional Director
90100
100125
125185
Director, Account Management
90100
100125
125185
Director, Inventory
90100
100125
125135
Director, Process Improvement
90100
100125
125135
Director, Supply Chain
95105
105120
120150
Director, Operations
90100
100125
125150
Transportation Manager
8595
95110
100135
Logistics Manager
8595
95110
100125
Inventory Manager
7585
85100
100125
7585
85100
100125
Customs & Compliance Manager
7585
85100
100125
Direct to Store Delivery Manager
7585
85100
100125
Fleet Manager
6575
7590
90110
Forecasting Manager
6575
7080
90110
Warehouse Manager
6080
8085
85120
Operations Manager
6080
8085
85130
Transportation/Logistics Supervisor
5565
7080
8085
Fleet Supervisor
5565
6575
7590
Fleet Analyst
5565
6575
7590
Process Engineer
5565
6580
8090
Forecasting Analyst
5560
6065
6570
Warehouse Supervisor
5070
6575
7580
Transportation Analyst
4555
5560
6080
Supply Chain Analyst
4555
5060
6075
Logistics Coordinator
3542
4555
5565
Dispatcher
3542
4247
4752
MEASURES OF WORTH
MARKETING
Marketing
Business activity

activity to:
47.5%
62.3%
Increased
Remained the same
Increase
Remain the same
Decreased
29.5%
Decrease
26.2%
11.5%
23.0%
Hiring Trends
As companies become more conscious of the role marketing plays in establishing and
maintaining their reputation, we are seeing increasing demand for internal experienced
marketing managers and above, who can take on a more strategic role in planning and aligning
with business goals. The importance of social media and companies who make headlines for
all the wrong reasons is driving employers to implement better oversight and management
of these channels. However, we are seeing shortages for candidates with more than five years
of social media management experience. These technologies are still relatively new and finding
experts on social media who understand how to leverage these tools for strategic business
purposes over just standard personal usage is difficult. There is a surplus of new graduates
on the market, many of whom have had specific social media exposure but little experience
managing corporate accounts. However, if employers remain wary of hiring entry level
marketing professionals the shortages for experienced midlevel marketers will continue
for a number of years to come.
Market Insights
Marketing professionals report business activity very similar to the results from all functions,
with 48 percent saying business activity increased in 2015, and 66 per cent expecting it to do
the same next year. Overall marketing professionals were slightly more pessimistic about the
economy with onethird (34%) predicting it will weaken in 2016, compared with 22 per cent
of all respondents.
Economic outlook
Despite many expecting business activity to increase in 2016, 43 per cent say headcounts
will remain the same next year. That is still an improvement from last year when just
28 per cent say headcounts increased, with onethird (34%) saying they reduced numbers.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
35
69
1014
15+
Years of experience
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

27.9%
37.7%
Strengthening
Static
Weakening
34.4%
Marketing
Marketing
Roles in Demand


28.1%
34.9%
Digital
marketing
managers
Increased
Remained the same
37.5%
Decreased
34.4%
43.2%
Decrease
Just 11 per cent of marketing professionals say there is a significant or extreme shortage of
skilled workers available, with a further 40 per cent describing it as a moderate shortage.
Where these shortages exist, 40 per cent say it is due to a lack of training and professional
development available, while almost a quarter (24%) say it is due to people leaving for other
industries. Most employers are focusing on salaries and company culture to attract the right
talent, with only 38 per cent offering the training and development many say is lacking.
3.8%
7.7%
11.9%
38.5%
57.7%
40.5%
23.8%
50.0%
11.9%
Social media
specialists
Increase
Remain the same
21.9%

Brand
managers
42.3%
65.4%
11.9%




Retirement

Nothing
Other
Nowadays, I expect all potential marketing recruits to be well

versed in digital skills, but what I look for is whether they can engage
with me about a deeper strategic digital vision in other words,
demonstrating their perspective on how the fast-evolving digital
world could impact our business model, and how they would
help equip the organization to remain competitive.
Sholto Douglas-Home, Chief Marketing Officer, Hays Plc
Job Seeker Insights
Employer Insights
2
Employers are looking for demonstrable
abilities and proven results. Give specific,
measurable examples of your successes
and emphasize outcomes.
2
High competition for candidates with
digital experience means employers
need to either be prepared to compete
on salary, or be open to hiring at a junior
level and training for the role.
3
The marketing world is a small one and
your professional profile and reputation
matters. Take advantage of networking
opportunities, ensure your online presence
is appropriate, and set up informational
interviews with function leaders in both
corporate and agency roles.
3
When hiring for senior roles, look for
generalist candidates with a broad
base of experience. While specialization
can be useful for team members, your
marketing leader needs to understand
how to leverage all the available tools
and skills.
1
Marketing professionals need to be
experts in the industry or sector in
which their employer operates.
Do your research to understand
the market, competitors, and main
obstacles affecting the company
you hope to work for.
1
Many candidates claim extensive
social media experience but have only
managed personal accounts. If you are
hiring junior or entry-level candidates
ensure they receive training in corporate
social media, and that there is sufficient
oversight of their early content.
Marketing
Marketing
Marketing
To convince potential recruits to join Hays, I will often get them to meet my Executive Board
colleagues to demonstrate how joined up we are as a business, sharing common goals about
what marketing can deliver for Hays.
National
Sholto Douglas-Home, Chief Marketing Officer, Hays Plc
Salary trends were on par for marketing with other functions, with almost half offering
increases of less than three per cent and about one quarter increasing salaries by three
to six per cent. Next year most are expecting more of the same, with 59 per cent saying
increases will be below three per cent, and 24 per cent predicting no increases.

2.9% 0.0%
2.9%
0%
<3%
5.9%
20.6%
2.9%
5.9%
3% to 6%
6% to 10%
23.6%

17.7%
3% to 6%
6% to 10%
11.8%
>10%
47.1%
>10%
58.8%
Benefit Insights
Benefits
Flexible work hours
7.6%
6.3%
Company car/allowance
5.1%
3.8%
0%
<3%
Career growth is considered by far the

most important benefit for attraction
and retention for marketing professionals,
but just 37 per cent say training and
development is included in their benefit
package. Vacation is second on the list of
priorities, and we do see almost twothirds
(64%) of respondents offering more than
10 days to new hires. Looking ahead to 2016,
the most common benefits being added are
flexible work options and hiring bonuses.
Low
Typical
High
Chief Marketing Officer
140160
170190
200220
Vice President, Marketing
120140
150170
180200
Marketing Director
7085
8095
90100
Marketing Manager
6075
7585
85100
Assistant Marketing Manager
4045
5055
5565
Marketing Assistant
3035
3545
4552
Marketing Coordinator
3545
4555
5565
Digital Marketing Specialist
3545
4555
5565
Social Media Specialist
3040
3540
4555
Social Media Strategist
7088
8595
100110
Copy Writer
4045
5060
7085
Layout Designer
4550
5055
6065
Graphic Designer
3550
5565
7090
Creative Director
90110
120135
140160
Production Manager
6269
7077
7885
Production Coordinator
4045
4650
5155
Content Developer
6070
7085
8090
Proposal Writer
6065
6977
7886
Media Buyer
4557
6072
7280
Market Researcher
4760
5865
7085
Product Manager
6575
6875
7585
Marketing Analyst
6070
7085
8595
Event Manager
5060
6070
7080
Brand/Product Manager
5562
7085
85100
Brand Ambassador
2628
2830
3234

3.8%
MEASURES OF WORTH
OFFICE PROFESSIONALS
Business activity

activity to:
37.9%
60.6%
Increased
Remained the same
Increase
Remain the same
Decreased
42.4%
Decrease
30.3%
9.1%
19.7%
Hiring Trends
Overall most employers have kept headcounts stable, for both permanent and temporary
staffing. Bilingual candidates and those with hybrid skills are especially in demand as Canadian
companies look for ways to increase the effectiveness of their teams without increasing
headcount. Not only does this cut down on payroll costs, but it allows organizations to more
strategically fill talent gaps in their organizations. Experienced executive assistants and office
managers are also in high demand as there is a surplus of junior candidates looking for roles,
but few intermediate or senior workers with more than three years of experience. We are
seeing more companies putting career growth and succession planning in place for office
support roles, seeing quality candidates as longterm investments rather than shortterm
assets. The potential for better efficiency and productivity from employees who stay in a role
for more than a year is significant so employers who take the time and initiative to invest in
retaining top office professionals will see a return-on-investment over the longterm.
Market Insights
Business activity was largely stable in 2016, with more than 80 per cent saying it stayed
the same or increased and more than 60 per cent expect it to increase again in 2016.
Office professionals are more optimistic than the general respondent base, with only
nine per cent expecting activity to decrease, compared with 13 per cent overall.
More than half of respondents (55%) say permanent staff levels remained the same in 2015,
with even more expecting the same next year (61%). This is conservative compared with other
functions, which may indicate that increasingly budgetconscious employers see the function
as an area where hiring is nonurgent.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
35
69
1014
15+
Years of experience
Years of experience
Economic outlook
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

25.8%
53.0%
Strengthening
Static
Weakening
21.2%
Roles in Demand

27.8%

Executive
assistants
25.0%
Increased
Remained the same
55.6%
Decreased
16.6%
61.1%
Decrease
Just 57 per cent of office professionals say there is a moderate to extreme skills shortage
in their industry, a full 11 percentage points lower than the crossfunctional average
of 61 per cent. Where there are hiring challenges, a lack of training and professional
development is held largely responsible. Employers are taking steps to change that,
with 42 per cent offering training as a recruitment tool, second only to competitive
salary packages (46%) in popularity.
0.0%
7.7%
23.1%
11.5%
40.4%
Office
administrators
Increase
Remain the same
13.9%

Bilingual
customer
service
representatives
46.2%
42.3%
15.4%
34.6%
23.1%
34.6%
25.0%




Retirement

Nothing
Other
With the millennials now being a part of the workforce, we are noticing
the trend of lack of interpersonal skills. We need to find more people that
can have effective communications with colleagues, customers, and clients.
We are always looking for individuals with strong communication skills
and the ability to learn quickly and adapt quicker with our corporate
environment. One step weve taken is to increase our presence on social
media to create more brand awareness of our organization which has
increased our talent pool. Career fairs at universities and colleges are
also an integral part of our recruitment strategy now.
Harnek Randhawa, Talent Acquisition Specialist, DHL
Job Seeker Insights
Employer Insights
2
Be open to working in different
industries. As the economy fluctuates
industry demand will change and
committing exclusively to one specific
area will limit your career options.
2
Bilingual candidates are particularly in
demand. We recommend looking for
junior or entrylevel applicants who can
be trained for the role. If you are looking
for midlevel bilingual candidates be
prepared to offer higher compensation.
3
Apply to positions that match your skill
level. We are seeing candidates either
aiming higher than their experience
warrants, or looking at roles that are
a step back in responsibility, which will
be detrimental to your career in the
long run.
3
Office support is now seen as a career
and employees are not moving around
as much. They are looking for longterm
opportunities with career growth
potential and onthejob training.
Attract top candidates by outlining their
career path options and opportunities.
1
Employers are looking for hybrid skill
sets and advanced technical skills such
as MS Office, Visio and MS Project.
Improve your resume through
continuous education, selfdirected
learning, or contracts that will give
opportunities to learn new skills.
1
If you want to increase your office
support team consider a temptoperm
option, which allows you to bring in a
candidate on a contract, and transition
them to a permanent position if you want
to keep them on the team.
Office professional salary increases were consistently more conservative than other
functions, with onethird (33%) receiving no increase in 2015, and similar expectations
for next year. Where increases are predicted, the majority of employers are planning for
less than six per cent, primarily between three to six per cent.


0.0%
0.0%
0%
7.1%
2.4%
19.0%
26.3%
7.2%
<3%
3% to 6%
6% to 10%
>10%
21.4%
35.7%
45.2%
Benefit Insights
Benefits
6.5%
5.4%
Paid overtime
4.3%
Vancouver
Calgary
GTA
Ottawa
Senior Executive Assistant
5565
6065
5570
4555
Customer Service Manager
5060
5565
4860
4045
Senior Administrative Assistant
4248
4550
4555
4045
Executive Assistant
4855
5060
4555
4045
Project Administrator/Assistant
4048
5560
3545
3035
Office Manager
5055
5060
5575
4050
0%
Administrative Assistant
3237
4045
3237
3035
<3%
3% to 6%
Front Desk Coordinator
3035
3035
3035
2530
Switchboard Operator
3032
3035
2833
2530
Receptionist
2832
3035
2833
2530
Customer Service Representative (CSR)
3035
3035
2832
2833
Bilingual CSR
3235
3540
3035
3035
General Office Clerk
3032
3035
2832
3540
Mail Room Clerk
2832
3035
2832
2325
6% to 10%
>10%
35.7%
Low
Some office professionals are likely to

see extended health benefits and extra
vacation days added to their benefits
in 2016, which correlates well with
which benefits topped the list of most
impactful for recruitment and retention.
Vacation was rated as most important
in this area, with career growth,
performance bonuses and pension
support also rated highly.
Order Desk
2833
3035
2832
2528
Records Control Clerk
3036
3035
2832
2528
Data Entry Clerk
2832
3035
3032
2530
4.3%
3.2%
Typical
Vancouver
Calgary
GTA
Ottawa
5870
7075
6575
5560
6070
6080
6075
4555
4552
5060
5060
4550
Executive Assistant
5565
6070
5565
4555
Executive Assistant
4855
5565
4550
4045
Office Manager
5565
5565
5575
5060
Office Manager
6075
High
Vancouver
Calgary
GTA
Ottawa
7585
7085
7090
6575
7085
80100
75100
5560
5055
6065
5560
5055
6275
7585
6080
5565
5565
6570
5055
5055
7080
6080
6065
3743
4555
4555
3540
4045
5560
4550
4045
3438
4045
4050
3035
3845
4550
4045
3539
3235
3540
3540
3035
3540
4050
4045
3540
Receptionist
3035
3545
3540
3035
Receptionist
3545
4555
4550
3539
3538
3545
3035
3338
3845
4550
4550
3338
Bilingual CSR
3538
4050
4550
3540
Bilingual CSR
3845
5055
5055
4045
3236
3540
3035
4050
3540
4045
3338
50+
Mail Room Clerk
3235
3538
3035
2528
Mail Room Clerk
3538
3842
3335
2835
Order Desk
3338
3540
3035
2832
Order Desk
3540
4045
4050
3235
3035
3540
3035
2835
3540
4045
3540
3538
Data Entry Clerk
3235
3540
2933
3032
Data Entry Clerk
3538
4045
3336
3538
MEASURES OF WORTH
OIL & GAS
Oil & Gas
Business activity

activity to:
17.0%
27.1%
10.1%
Increased
Remained the same
Increase
Remain the same
35.7%
Decreased
Decrease
37.2%
72.9%
Hiring Trends
It has been a rough ride for the Canadian oil and gas industry with several key projects having
Financial InvestmentDecision delays or being cancelled, Keystone XL, Totals Pierre River and
Canada LNG being prime examples. It is not all bad news, however. Producers are realizing
the value of the certain gas plays in eastern British Columbia and Western Alberta. The Montney
and Duvernay plays, for example, are still seeing significant investment in exploration and
production as companies such as Encana, Severn Generations and Arc resources look to
take advantage of favourable pricing dynamics and improved technology that has aided well
productivity. The continuing investment in these plays has led to several recent midstream
infrastructure announcements to support growth in these plays. Meritage Midstream began
construction of a 75 MMcf/d gas and 10,000 b/d crude pipeline in May and The North Montney
mainline project has received approval. Additionally, the Prince Rupert Gas Transmission Project
has started construction and is scheduled to be completed in the next four years.
Market Insights
Unsurprisingly the oil and gas business activity took the heaviest hit of all Canadian industries
with 73 per cent reporting that it decreased in 2015, compared with just a quarter of businesses
overall. Respondents are more optimistic about 2016, but more than onethird (37%) still
expect further decreases in activity. The industry proves conservative about the economic
outlook overall with half saying the economy will remain static in 2016.
Economic outlook
Twothirds of oil and gas professionals (63%) say headcounts decreased in 2015, and more
than onethird (35%) say headcounts will drop again in 2016. Most professionals are predicting
some stability in the market with 53 per cent saying staff levels will remain stable. Temporary
worker levels remained more stable, with only about a quarter reducing temporary staff levels
in 2015 and most expecting to hold numbers steady in 2016.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
35
69
1014
15+
Years of experience
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

12.5%
50.0%
Strengthening
Static
Weakening
37.5%
Oil & Gas
Oil & Gas
Roles in Demand


12.8%
11.8%
24.5%
Increased
Remained the same
Corrosion
technicians
Decrease
35.3%
Despite the downturn, 58 per cent still report a moderate to extreme skills shortage, with a
lack of training and the number of people leaving to join other industries accounting for almost
twothirds of the problem. Most employers (62%) are still focusing on salary for candidate
attraction, instead of looking at nonfinancial means of recruiting talent such as company
culture, career progression and professional development. One in five (22%) say they are
doing nothing to attract talent, another sign of the slow market.

3.5%
22.4%
15.8%
36.6%
62.4%
38.8%
22.8%
34.1%
9.9%
Pipeline
inspectors
Increase
Remain the same
52.9%
Decreased
62.7%
Construction
super
intendants
14.9%
55.3%
48.2%




Retirement

Nothing
Other
It is a difficult time for the industry and the decisions made

today in the height of the commodities downturn will have a
significant impact on how deep the talent shortage will be in
future years. The industry faces the potential of significant loss
of knowledge as those nearing retirement look to exit early,
but have no one to share their considerable knowledge with.
The question has to be asked: are we creating a repeat of the
1980s talent shortage that in future years will hold the industry
hostage to inflated wages again?
Jim Fearon, Vice President, Hays Canada
Job Seeker Insights
Employer Insights
2
Take this opportunity to learn new
skills and invest in your career
progression. Look at the job titles
one or two levels above your current
position and consider what you need
to do to prepare for that role.
2
Take this opportunity to build a potential
talent pool. Hiring budgets are tight,
but the industry will eventually turn
around and you will reap the benefits of
finding key skill sets ahead of that uptick.
3
Be realistic in terms of salary. With a
surplus of available talent, most
employers are able to choose between
multiple candidates and you are more
likely to be successful if you are open
to negotiation.
3
Look at implementing outsource
contracts such as an MSP or RPO to
help drive efficiencies and control
cost of labour.
1
The industry remains unpredictable but
job seekers can prepare for the future
by building and maintaining networks
of employers and peers so when the
market turns around you have the
contacts needed to find your next role.
1
To get key projects completed utilize
temporary workers and contractors
who can focus on critical pieces of
work or who possess the specialized
knowledge you need.
MEASURES OF WORTH
PROCUREMENT
Oil & Gas
Almost half (47%) reported having no salary increases in 2015, with an even higher
proportion expecting the same from 2016 (65%). Where pay rises were given they
are almost exclusively less than six per cent and in 2016 only 12 per cent expect to
get increases of more than six per cent.

23.6%
23.6%
17.0%
0%
<3%
31.1%
0%
<3%
22.6%
3% to 6%
6% to 10%
1.9%
2.8%

>10%
1.0%
42.5%
2.8%
3% to 6%
6% to 10%
>10%
8.5%
22.6%
Benefit Insights
Benefits
4.6%
3.3%
2.6%
Flexible work hours
Very few oil and gas employers are planning

to add benefits in 2016. Where changes
are planned, ability to work from home
and pension contributions top the list,
with some looking at extended health
benefits, flexible work options and extra
vacation time. Vacation topped the list of
most important benefits for recruitment and
retention, with performance bonuses and
career growth also rated as highly impactful.
2.6%
2.6%
Procurement and purchasing is getting a lot more visibility across a range of industries
and organizations as more companies recognize the roles strategic potential and work to
integrate it across the business. Employers are looking for professionals with a diverse supply
chain background, a lean methodology and focus on continuous improvement. There has more
recently been a lot of movement in the market within manufacturing, where companies are
moving to the US or cutting teams to make their business more profitable. Overall, the market
is steady and this is a good time for industry professionals to look at gaining experience in
other industries and making themselves more competitive.
Market Insights
Overall procurement professionals are positive about 2015 and optimistic about 2016.
Twothirds (66%) expect business activity to increase, almost 10 percentage points
higher than the overall average of 58 per cent. Their expectations for the economic
outlook are on par with the crossfunctional results, indicating that the function is not
being as negatively affected by the economic downturn as other areas.
Economic outlook
26.1%
53.4%
Strengthening
Static
Weakening
20.5%
Salary data found in Hays Global Oil & Gas Salary Guide report: Haysoilgas@hays.com.
Procurement
Procurement
Business activity

activity to:


54.5%
65.9%
30.2%
26.4%
Increased
Remained the same
Increase
Remain the same
Decreased
27.3%
Increased
Remained the same
30.2%
Decrease
Decreased
Decrease
21.6%
12.5%
18.2%
39.6%
Hiring Trends
30.2%
Procurement and purchasing function hiring plans are comparable with national averages,
although onethird more suggest that their headcount decreased in 2015 (40%) compared with
crossfunctional results of 28 per cent. Looking ahead to 2016 the numbers approximately align
with the overall rates again, although procurement professionals are a bit more conservative in
their hiring plans with only a quarter (26%) intending to increase headcount compared with
34 per cent overall.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
Increase
Remain the same
43.4%
02
35
69
1014
15+
Almost threequarters (72%) of procurement hiring managers say there is a moderate to

extreme skills shortage, with a lack of training and development being cited as the main cause.
However, only 37 per cent say they are promoting career progression and 27 per cent offer
training and professional development as part of their talent acquisition plans. This represents
a missed opportunity for employers looking for top candidates.


2.4%
19.5%
11.4%
16.5%
41.7%
02
35
69
1014
15+
43.9%
36.6%
7.6%
Years of experience
43.9%
26.8%
22.8%
41.5%
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

I think the most effective supply chain practitioners will have a balance of both hard skills
and soft skills. Hard skills include analytical skills, project management, IT systems and BI
analytics. Soft skills include leadership, communication, conflict resolution and the ability to
both manage change and to adapt to it as well.




Retirement

Nothing
Other
Procurement
Procurement
Roles in Demand
Purchasing
assistant/
coordinators
Buyers
Senior
buyers
Procurement
specialists
Purchasing/
procurement
managers
As baby boomers retire and organizations cut training budgets

theres a greater emphasis on hiring employees with proven skills
and who are effective in the workplace. Employers need to create
workplaces that attract and retain the best employees. Remuneration is
only one part of the total compensation package. Employees need a
great place to work, with interesting work that engages them and an
environment that allows them to grow. Its important to have a
management team that is transparent in terms of goals and strategy
and that employees trust.
I expect salaries in most major urban areas to continue to grow with inflation with
the exception of some high skill set groups such as Supply Chain Planners whose salaries
may grow faster than inflation in some industries. I think salaries in the energy sector will
meet or lag inflation.
Compared to the crossfunctional results, procurement professionals indicate salaries were

slightly flatter with 72 per cent saying salary increases were less than three per cent in 2015,
compared with 64 per cent of respondents overall. They are equally conservative looking
ahead, with 74 per cent predicting salary increases of less than three per cent in 2016,
compared with 68 per cent overall.

3.4% 0.0%
Job Seeker Insights
1
Our DNA of a Supply Chain/Procurement
Leader report finds that the Six Sigma
certification is the most common
for function leaders showing that
procurement professionals should
focus on improving their analytical skills
to become soughtafter candidates.
6.9%
Employer Insights
1
Assess and identify your procurement
and purchasing needs before hiring.
There are a range of different skills
and abilities on the market so knowing
what problems you are solving before
searching for a candidate will ensure
better longterm results.
2
There are a lot of candidates in the
market that have work experience
in a manufacturing and distribution
environment. Set yourself apart on
your resume with specific results
and end-to-end experience.
2
Transparency is key to avoid any
disappointments for both parties.
We have seen some instances of roles
being oversold to candidates in an
interview, which leads to dissatisfaction
and higher turnover.
3
Give a detailed breakdown of tasks
and results for roles on your resume,
which is no longer expected to
be just one page. Employers want
resultsoriented candidates and will
be impressed with real outcomes and
proven project management abilities.
3
This years survey shows career
growth and progression are especially
important to procurement and
purchasing professionals. Set yourself
apart and get the skills you need by
introducing consistent internal training
to upskill your staff.
19.1%
5.2% 0.0%
0%
<3%
5.2%
13.8%
3% to 6%
6% to 10%
17.2%

0%
<3%
3% to 6%
15.5%
6% to 10%
>10%
>10%

60.3%
53.4%
Benefit Insights
Benefits
9.8%
5.7%
Paid overtime
4.9%
4.9%
Flexible work hours
Procurement professionals could see flexible

work options, extended health benefits,
pension support, and paid overtime added
to their packages next year. Asked which
benefits are most important for recruitment
and retention, procurement respondents
list career growth, performance bonuses
and pension/RRSPs as most impactful.
While employers are looking at pensions
as a retention tool, few are offering the
career progression and training candidates
are looking for.
4.1%
Procurement
Procurement
Procurement
Low
Procurement
Vancouver
Calgary
Ottawa
Typical
Vancouver
Calgary
GTA
Ottawa
130160
130160
Head of Procurement/
Chief Procurement Officer
160200
160200
160200
160200
120140
120135
115130
Vice President, Procurement
130160
130160
130160
130160
100115
100130
100120
100115
Director, Procurement
115125
110140
110130
115125
90100
100110
95110
90100
Senior Procurement Manager
100110
105130
105115
100110
7585
85110
75100
7585
Procurement Manager
85100
95120
90110
85100
7080
7585
6580
7080
Vendor Manager
8095
85100
85100
8095
8090
7590
7085
Category Manager
85100
90100
90100
85100
8090
8090
7085
Strategic Sourcing Manager
8595
90100
90100
8595
8095
8095
8090
Senior Contracts Manager
100120
95110
95110
90110
130160
130160
115130
Procurement Manager
Vendor Manager
Category Manager
7085
7085
80100
GTA
Contracts Administrator
5560
7075
6065
6065
5560
7075
6065
6065
Contracts Manager
8085
9095
8590
8085
Contracts Manager
7080
8095
7585
7585
Contracts Specialist
7080
7590
7590
7080
6070
7590
6580
6070
Purchasing Manager
7085
90100
7590
7085
Purchasing Officer/Specialist
6070
7590
6575
6070
5565
6575
5565
5565
Purchasing Manager
85100
90110
90105
85100
Senior Procurement Analyst
5575
6080
6080
5575
Senior Buyer
6575
7585
7085
7080
Senior Buyer
6570
7580
7580
7075
Sourcing Specialist
6065
7075
6065
5560
Sourcing Specialist
6065
7075
6065
5560
Buyer
6070
6075
6070
6070
Buyer
5565
6065
5060
5060
7580
8090
7080
7580
Junior Buyer
4550
5560
4550
4550
Junior Buyer
4550
5560
4550
4550
Purchasing Coordinator
4045
5055
4550
4045
4045
5055
4550
4045
Procurement Analyst
4045
6070
4555
4045
Procurement Analyst
4550
7080
5565
4550
Purchasing Assistant
4045
5055
4045
4045
4550
5560
5055
4550
MEASURES OF WORTH
PROPERTY & FACILITIES
MANAGEMENT
Procurement
Procurement
High
Vancouver
Calgary
GTA
Ottawa
200+
200+
200+
200+
160180
150200
160200
160180
125155
130165
130160
125155
110125
110140
115130
110125
Procurement Manager
100110
120130
110130
100110
Vendor Manager
95105
100120
100110
95105
Category Manager
100110
100120
105115
100110
95110
100120
110115
95110
120200
110120
110120
110140
5560
7075
6065
6065
Contracts Manager
85105
90105
8595
8595
7580
90105
7585
7580
7585
90105
7585
6575
Purchasing Manager
100110
110130
105120
100110
8085
90100
7085
8085
Sourcing Specialist
6065
7075
6065
5560
Junior Buyer
4550
5560
4550
4550
4045
5055
4550
4045
Procurement Analyst
5565
8090
6580
5565
5060
6065
5560
5060
The property and facilities market remains stable in 2015, after a record year in 2014 for
investment volume. It was a year for major mergers and acquisitions, with Manulife acquiring
Standard Life, Calloway REIT taking over SmartCentres, Sun Life Financial acquiring Bentall
Kennedy, and DTZ buying out Cushman Wakefield. JLL is also increasing its market share,
taking over major contracts from Canada Post and RBC. While the oil price downturn impacted
office space vacancies in Calgary, overall the industry has been less affected by the changing
economy due to the amount of capital that has already been invested into new downtown
developments. For example, Edmontons downtown is growing quickly, mostly centred around
the new NHL Arena. Toronto remains busy and in 2015 saw a 20-year high for new office
developments downtown. Montreals market is being driven by new office developments
such as Deloitte Tower, the 56 Quartier Evolution Business Park and large scale transportation
projects for Champlain Bridge. In Ottawa, Public Works moved their facilities management
contract from SNC Lavalin to BGIS, but otherwise there has been a small slowdown in the
lead up to the election, which will likely turn around in 2016.
Market Insights
Overall property respondents had a better year in 2015 than the crossindustry average,
with just 15 per cent saying business activity decreased last year, compared with
25 per cent overall. Next year expectations for further growth are on par with the
overall figures, but just six per cent expect decreases compared with 13 per cent overall.
However, property respondents are less optimistic about the countrys economic outlook
with just 19 per cent expecting it to strengthen.
Economic outlook
18.6%
64.5%
Strengthening
Static
Weakening
16.9%
Business activity

activity to:


50.8%
56.8%
36.8%
34.9%
Increased
Remained the same
Increase
Remain the same
Decreased
34.4%
Increased
Remained the same
42.5%
Decrease
Decreased
Increase
Remain the same
Decrease
54.7%
37.7%
5.5%
14.8%
20.7%
Hiring Trends
Headcount changes were comparable to the overall rates in 2015, although fewer reported
decreasing staff numbers compared with 28 per cent overall. Property employers are generally
positive about next years hiring with almost 90 per cent saying headcount will increase or
remain the same.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
10.4%
Almost threequarters (70%) say there are moderate to extreme skills shortages affecting
the industry, with most blaming fewer people entering the job market (38%) or a lack of
training and professional development (30%). Almost half (46%) say they are offering
training and development as a recruitment tool, which will help address the shortages
in experienced workers.

2.4%
16.5%
14.5%
6.9%
02
35
69
1014
15+
55.3%
45.9%
29.6%
11.3%
43.5%
34.1%
37.7%
49.4%
Years of experience
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same





Retirement

Nothing
Other
Roles in Demand
Building
operators
Senior
residential
property
managers
Commercial
property
managers
Power
engineers
Fewer property respondents reported salary freezes, but the industry is still being
relatively conservative with pay increases as almost half (48%) report increases
of less than three per cent, and a further third (31%) saying increases were between
three and six per cent. Next year looks similar, although more will offer increases
of up to three per cent (60%), and about a third (30%) will offer more than
three per cent.

The industry has been as healthy as its ever been. The players are
more sophisticated, the lenders are more sophisticated. It is robust.
From an industry perspective, we have done a good, not great, job of
grooming and helping the next generation succeed in the industry.
In the private sector there is succession planning from one generation
to the next, however, in the big organizations we have a huge age gap
between the executive level and those in field and we need to be
recruiting people from other industries in their late thirties and get
them to come across to fill the void.

4.8%
1.6% 4.8%
Job Seeker Insights
1
The property industry is small. Make a
name for yourself by joining the local
chapter of your industry association
such as BOMA or IFMA. This will give
you access to a wide range of resources,
from mentors and advisors, to potential
employers, and also opportunities for
education and licensing.
2
Some power engineers are leaving oil
and gas for opportunities in facilities
management. Employers are wary
of hiring someone who may leave
when the oil price improves. Look for
contract work as a starting point and
demonstrate your interest in the industry
by networking, joining the association,
or getting industry qualifications.
3
Keep up with the latest technology
and certifications such as LEED and
BOMA BEST to become a soughtafter
candidate.
>10%
48.3%
0.8% 2.4%
0%
<3%
7.9%
3% to 6%
6% to 10%
31.0%
Darryl Schmidt, Vice President, Leasing, Cadillac Fairview
3.2%
0%
<3%
9.5%

3% to 6%
6% to 10%
26.2%
59.5%
>10%
Employer Insights
1
Compensation remains top of most
candidates priorities so ensure you
are offering competitive salary and
benefits packages or you will miss
out on the bulk of the talent pool.
2
Career progression is particularly
valuable for both recruitment and
retention. Candidates want roles
with the potential for growth while
employees who see the potential for
a long, varied career with their current
employer are less likely to move.
Benefit Insights
Benefits
Flexible work hours
8.1%
7.3%
6.5%
6.1%
While most employers are looking at

increasing flexible work options, health
benefits, and pension support, property and
facilities professionals rate career growth,
vacation, and personal bonuses as the most
important for recruitment and retention.
Just over half of property employers currently
offer training support, extended vacation,
or performance-related bonuses, so those
who dont have any of these in their offerings
could face more difficulty attracting and
retaining key professionals.
5.7%
3
Candidates who are not actively
jobseeking tell us they would consider
moving to a company based on profile
and reputation. Review your employer
branding and promote company culture
and business successes to attract
ambitious, highpotential professionals.
Commercial Property Management

Low
VAN
CG
EDM
WIN
GTA
OTT
MTL
Real Estate Manager
9099
100109
100109
100110
9099
100104
9099
Vice President,
Property
Management
130134
135145
130140
95105
130139
105109
Director, Property
Management
100104
120130
115125
100104
105114
100104
Typical
VAN
CG
EDM
WIN
GTA
OTT
MTL
Real Estate Manager
100109
120129
115124
110120
100119
105109
100115
95110
Vice President,
Property
Management
150164
150164
140150
110120
145155
134139
110135
80100
Director, Property
Management
115129
130140
125135
110114
115124
105109
100115
100104
95105
95109
8589
8595
7585
8090
Senior Property
Manager
(Commercial Office,
Retail or Industrial
portfolio)
8084
8589
7079
7579
7585
7074
6580
Senior Property
Manager
(Commercial Office,
portfolio)
Property Manager
(Commercial Office,
portfolio)
6064
7079
6574
6065
7074
5060
6065
Property Manager
(Commercial Office,
portfolio)
7079
8089
7589
6569
7579
6575
6575
Assistant Property
Manager
5054
5559
5054
4550
5054
5054
5054
Assistant Property
Manager
5564
6064
5564
5054
5559
5559
5559
Property
Administrator
4044
5054
4549
4050
4044
3539
3844
Property
Administrator
5054
5059
5059
4549
4555
4044
4445
Tenant Services
Representative
4549
4549
4549
4044
3539
3539
3539
Tenant Services
Representative
4549
5054
5054
4549
4044
4044
4044

High
VAN
CG
Residential Property Management

EDM
WIN
GTA
OTT
MTL
Real Estate Manager
120129
130139
125135
120+
120140
110 129
120129
Vice President,
Property
Management
170184
160179
154164
130150
160169
140144
140+
Director, Property
Management
135139
140150
135145
120124
125135
125129
120140
Senior Property
Manager
(Commercial Office,
portfolio)
110114
110119
110129
9094
95105
8594
90105
Property Manager
(Commercial Office,
portfolio)
8084
95114
100114
7080
8084
7589
7590
Assistant Property
Manager
6569
6569
6469
5565
6064
6064
6064
Property
Administrator
6064
6064
6064
5054
5560
4549
4555
Tenant Services
Representative
5064
5559
5559
5064
4554
4554
4045
Low
VAN
CG
EDM
WIN
GTA
OTT
MTL
Director, Property
Management
8090
8595
8090
8090
8590
8090
7580
Senior Property
Manager
7074
7074
7074
5560
6064
4560
5560
Property Manager
4044
5054
5054
4044
5559
3539
4050
Property
Administrator
4044
4044
3539
3035
4044
3035
3539
Condominium
Manager
5559
5054
5054
4549
5559
4049
4050
Site/Resident
Manager
3035
4044
3539
3035
2024
3539
2024
Leasing
Representative/
Agent
3539
3539
3539
3540
2834
3035
3035
Operations
Supervisor
5560
6064
6064
5060
4549
4045
4550
Senior Building
Operator
5054
5054
5054
5054
5054
5054
4044
Building Operator
4549
4250
4550
4044
4044
4044
3840
Maintenance Worker
3039
4050
4550
3035
3539
3035
3539
Typical
VAN
CG
EDM
WIN
GTA
OTT
MTL
90100
95105
90100
90100
9099
90100
8590
Senior Property
Manager
7579
7579
7579
6070
6574
6070
6064
Property Manager
5060
5565
5565
4555
5559
4549
5055
Property
Administrator
4045
4549
4549
3545
4044
4044
4044
Condominium
Manager
6064
5565
5559
5055
6064
5054
5055
Site/Resident
Manager
3539
4555
4049
3539
2429
4044
2429
Leasing
Representative/
Agent
4044
4044
4044
4044
3444
3539
3539
Operations
Supervisor
6064
6569
6569
6065
5054
4564
5055
Senior Building
Operator
5560
5560
5560
5560
5560
5560
4445
Building Operator
4549
5055
5055
4555
4549
4549
4245
Maintenance Worker
3044
5055
4555
3540
3539
3539
3539
Director, Property
Management
Residential Property Management

High
VAN
CG
Asset Management
EDM
WIN
GTA
OTT
MTL
VAN
CG
EDM
WIN
GTA
OTT
MTL
100120
Vice President, Asset

Management
180189
180
200
175179
160164
160164
165169
160175
70+
6575
Director, Asset
Management
120124
140149
130134
115119
125129
130134
110125
6069
50+
5560
Asset Manager
9099
100
104
95104
105109
8494
105109
95100
4555
4554
5054
4550
6069
5565
6579
6079
5565
Low
VAN
CG
EDM
WIN
GTA
OTT
MTL
5055
5055
4044
3035
4549
3039
Vice President/
Director/Senior
Manager of Leasing
120135
120130
115125
100
104
135144
100110
85100
4044
4549
4549
4044
4554
4044
4044
Leasing Manager/
Representative
6569
8090
8084
6070
7074
7074
6065
Operations
Supervisor
6574
7074
7074
6570
5560
6579
5560
Leasing Assistant/
Coordinator
4044
5054
4549
3540
3539
3034
4045
Senior Building
Operator
6064
6070
6064
6069
6069
6064
4550
Building Operator
5060
5565
5055
5565
5060
5060
4550
VAN
CG
EDM
WIN
GTA
OTT
MTL
Maintenance Worker
3544
5257
5055
4049
4044
40+
4042
140150
140155
135145
125135
150160
114125
100140
Leasing Manager/
Representative
7585
90105
90100
7585
8494
7579
6575
4044
5559
5059
4045
4549
3544
4550
VAN
CG
EDM
WIN
GTA
OTT
MTL
Vice President/
Director/Senior
Manager of Leasing
180189
165180
150160
160+
160164
140144
140170
Leasing Manager/
Representative
110119
105120
115119
85100
9599
9599
7590
Leasing Assistant/
Coordinator
5059
6064
6064
4550
4549
4549
5055
Director, Property
Management
100110
105115
100110
100110
120140
100110
Senior Property
Manager
8089
8089
8089
70+
7584
Property Manager
6070
6575
6575
5565
Property
Administrator
5060
5059
5054
Condominium
Manager
6574
6575
Site/Resident
Manager
4044
Leasing
Representative/
Agent
Commercial Leasing
Asset Management
Low
High
Typical
Vice President/
Director/Senior
Manager of Leasing
VAN
CG
EDM
WIN
GTA
OTT
MTL

Management
125129
140154
130134
120124
130134
120129
110120
Leasing Assistant/
Coordinator
Director, Asset
Management
90100
115125
110114
9599
9094
95104
8090
High
Asset Manager
6575
8084
7585
7074
6070
8589
6570
Typical
VAN
CG
EDM
WIN
GTA
OTT
MTL

Management
145165
155179
140145
125134
150160
130139
140144
Director, Asset
Management
100110
125135
120124
110114
115119
110119
100105
Asset Manager
7585
9099
8595
7579
7484
95104
8095
Lease Administration
Low
VAN
Operations and Maintenance

CG
EDM
WIN
GTA
OTT
MTL
Lease Admin
Manager
5559
7074
6569
5054
7074
4050
5055
Lease Administrator
lease drafting
5054
5560
5054
4550
5064
5564
4045
Lease Administrator
non lease drafting
4044
4549
4549
4044
4049
4555
4042
Typical
Low
VAN
CG
EDM
WIN
GTA
OTT
MTL
8084
9599
9094
7080
105109
95105
8085
Operations Manager
6064
8084
7579
6065
7579
8089
6065
Operations
Supervisor
5559
7074
7074
5559
6569
6569
5560
Chief Power
Engineer
7074
7585
7080
7075
8084
7589
5055
Senior Building
Operator
5054
6065
6569
5059
5054
5054
4550
Building Operator
4549
5055
5559
4044
4044
4049
4045
3034
4549
4549
3034
3539
3034
3840
VAN
CG
EDM
WIN
GTA
OTT
MTL
Lease Admin
Manager
6064
7579
7074
5560
8084
5070
6065
Maintenance Worker
Lease Administrator
lease drafting
5059
6069
5565
5055
6469
6569
4555
Typical
Lease Administrator
non lease drafting
4549
5054
5054
4549
5054
5054
4550
VAN
CG
EDM
WIN
GTA
OTT
MTL
9094
100115
95105
8090
110119
105109
8595
Operations Manager
7074
8595
8090
7080
8084
9099
7075
Operations
Supervisor
6064
8090
7585
6070
7074
7074
6065
Chief Power
Engineer
7074
7585
7080
7075
8084
7589
5560
High
VAN
CG
EDM
WIN
GTA
OTT
MTL
Lease Admin
Manager
6574
8599
7589
6080
8589
75114
7080
Senior Building
Operator
5559
6575
7074
6065
5559
5559
5055
Lease Administrator
lease drafting
6069
6575
6070
5565
9099
7074
5560
Building Operator
5054
5565
5565
4550
4555
5054
4550
Lease Administrator
non lease drafting
Maintenance Worker
3539
4549
4549
3539
3539
3539
4044
4549
5459
5054
5055
5559
5559
5055
High
VAN
CG
EDM
WIN
GTA
OTT
MTL
105119
110125
105115
95115
120124
120124
100110
Operations Manager
8084
90100
9095
8090
8589
100+
7585
Operations
Supervisor
6574
8595
8090
7080
7579
7579
6570
Chief Power
Engineer
7074
7585
7080
7075
8084
100110
6062
Senior Building
Operator
6064
7579
7579
6569
6069
6064
5560
Building Operator
5559
6575
6569
5060
5564
5559
5055
Maintenance Worker
4044
5054
5054
4044
4044
4044
4244
Facilities Management
Low
VAN
Sustainability
CG
EDM
WIN
GTA
OTT
VAN
CG
EDM
WIN
GTA
OTT
MTL
100109
Director of
Sustainability
8589
105109
9094
8589
110114
6070
7579
9099
9599
Manager of
Sustainability
7579
7579
7579
8589
7074
7074
7075
9599
9599
9099
Project Manager
6569
7579
7074
4050
6569
6569
6064
7580
6064
7074
7075
4550
3034
4044
4045
Typical
9099
130134
125129
8595
120124
100109
Director, Facilities
Management
9099
100109
95104
8089
9599
General Manager
110119
120129
110119
9099
Facilities Manager
7579
8084
7579
Facilities Coordinator
5054
6064
5559
Typical
MTL
Low
Head of Facilities
Management
VAN
CG
EDM
WIN
GTA
OTT
MTL
Head of Facilities
Management
100114
135145
130134
95110
125135
110119
110125
Management
100119
110125
105120
9099
100119
100109
100110
General Manager
120129
130139
120129
100109
100109
100109
100109
Facilities Manager
8589
8595
8594
8089
7585
7579
5559
6569
6064
5060
5054
4549
WIN
GTA
OTT
MTL
105109
115119
105114
9099
115124
7074
8599
Manager of
Sustainability
8589
8089
8089
8084
7579
7579
7580
Project Manager
8084
89110
8495
6064
7079
7079
6569
High
CG
EDM
WIN
GTA
OTT
MTL
7585
115119
130149
120124
109+
140144
9599
100105
4549
Manager of
Sustainability
9094
9094
9094
8594
9094
8089
8589
Project Manager
9094
120124
110119
8589
8589
8084
7080
VAN
CG
EDM
WIN
GTA
OTT
MTL
115+
145+
135+
110+
135150
120+
130+
Management
120+
130+
120+
100+
120140
110+
100150
General Manager
130+
140+
130+
110+
110119
110119
109115
Facilities Manager
105109
105109
100104
9099
8490
8084
8595
6065
7074
6569
60+
5059
5054
4960
EDM
VAN
Head of Facilities
Management
CG
Director of
Sustainability
High
VAN
Director of
Sustainability
MEASURES OF WORTH
RESOURCES & MINING
Resources & Mining
Business activity

activity to:
27.5%
35.0%
Increased
Remained the same
27.5%
40.0%
Decreased
Market Insights
Resources and mining companies experienced more of a downturn than most other Canadian
industries, with 45 per cent saying business activity decreased compared with 25 per cent
overall. Respondents are more optimistic about 2016 with only a quarter predicting further
decreases and more than a third expecting activity to increase again. However, only 15 per cent
predict a strengthening economy in 2016, and 41 per cent expect the economy to weaken in the
next six to 12 months.
Economic outlook
Decrease
25.0%
45.0%
The resources sector in North America has slowed from a few very strong years due to low
commodity prices and as a result we have seen little new exploration completed, some projects
being halted or scaled back, and mines being put into care and maintenance. Major capital
investment and technological innovation within forestry have positioned the industry for
relative growth and stability over the long-term, but uncertainty surrounding trade agreements
and lumber prices has added a level of complexity to the equation, resulting in a cautious
approach to near-term headcount additions by some employers. However, there is still
demand for quality candidates, especially midlevel experienced professionals and qualified
tradespeople such as millwrights, heavy duty mechanics and industrial electricians. Succession
planning is topofmind for many forestry companies, which are seeing an increasing
generation gap as student enrollment in forestry programs is stagnant, and many new
graduates are hesitant to move away from major centres. Management teams are actively
looking to attract and retain nextgen foresters and woodlands professionals who can be
developed into the leaders that will plan and manage sustainable forestry initiatives in
accordance with provincial guidelines and company initiatives in the years ahead.
Increase
Remain the same
Hiring Trends
More than half of resources and mining respondents say their headcounts decreased in 2015,
which correlates with the decrease in business activity and the turbulent commodities market.
We are seeing a split in the industry between mining, where employers are still cutting costs
and reducing staff levels, and forestry, where demand remains steady and there is considerable
competition for skilled workers. Looking ahead, resources and mining professionals are
cautious about 2016, with only 16 per cent expecting to increase headcount. This is less than
half the 34 per cent of overall respondents predicting increasing staff levels.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
35
Increased
Decreased
Increase
Decrease
15.0%
Remained the same

Remain the same

43.8%
69
1014
15+
Years of experience
Years of experience
Strengthening
Static
Weakening
41.2%
Resources & Mining
Resources & Mining
Roles in Demand


24.5%
16.3%
Increased
Remained the same
20.4%
Registered
professional
foresters
Engineers
with P.Eng
Increase
Remain the same
42.9%
Decreased
55.1%
Red seal
journeymen
Decrease
40.8%
Despite the downturn, threequarters (76%) still say there is a moderate to extreme
skills shortage, with 42 per cent saying shortages are due to fewer people entering
the job market in the industry. A further 27 per cent say a lack of training is to blame,
while 16 per cent say retirement is the main reason. Salaries top the list of talent attraction
methods, with 62 per cent saying it is their main focus.
Specifically related to mineral exploration and development,

the prices of commodities (particularly coal and molybdenum) and
relative lack of investor interest will continue to be felt in the industry
in 2016. Geoscientific expertise is readily available with a downturn.
This is particularly true among people who are relatively new to the
industry. Where there are skills shortages they are likely very localized.
Employment, rather than salary and benefits, is currently the main topic
of discussion.
Gavin C. Dirom, President & Chief Executive Officer, Association for
Mineral Exploration British Columbia

4.4%
26.7%
15.5%
62.2%
26.7%
5.6%
26.7%
Job Seeker Insights
Employer Insights
2
There is a lot of knowledge and
experience in the senior levels of
Canadas natural resources industry
and junior workers will benefit from
committing to a company and location
for long enough to learn from them.
2
Candidates with in-demand skills have
multiple career opportunities available
to them and companies that streamline
processes and administration during
recruitment will be in the strongest
position to hire top talent
3
Use your resume as an opportunity
to demonstrate your potential value
to the company. How can you save
time or money, or increase productivity?
Companies are looking for employees
with proven abilities who can offer
tangible daytoday results.
3
Plan ahead and create your own talent
pipeline. Instead of focusing on finding a
perfect match, look for junior candidates
or those with transferable skills to train.
1
Consider relocating for the best
opportunities. Moving to a new
area can mean more responsibilities,
faster career progression, and more
immersion in the industry.
9.9%
26.7%
44.4%
42.3%
37.8%




Retirement

Nothing
Other
1
If you are recruiting Gen Y (aged
18 to 32) candidates be prepared to
offer them packages that match their
priorities around career progression,
worklife balance, and onthejob
variety.
Resources & Mining
Resources & Mining
Salary increases aligned closely with the allindustry results, with 18 per cent reporting no
increases, compared with 21 per cent overall, and 56 per cent saying increases were less
than three per cent (48% overall). Looking ahead, industry professionals are conservative
in their estimates. Almost a third (29%) say there will be no increases and all other expected
pay rises will be less than six per cent.

0.0%
0.0%
0.0%
9.1%
5.5%

0%
<3%
9.1%
7.3%
3% to 6%
6% to 10%
20.0%
56.3%
21.8%
23.6%
>10%
>10%
Benefit Insights

6.1%
4.0%
3.0%
3.0%
3.0%
3% to 6%
6% to 10%
47.3%
Benefits
Company car/allowance
0%
<3%
Resources and mining professionals

rate career growth as the most important
benefit for recruitment and retention,
followed by vacation, performance
bonuses, and employer pension plans.
About twothirds of employers offer more
than 10 days vacation, pension matching,
and performance bonuses but only
55 per cent offer training and development
support. Where employers are increasing
benefits most are looking at adding work
from home options and car allowances,
rather than benefits that more directly
address career growth.
MINING
Head Office
Metallurgy/Processing
Typical
National
Typical
President/Chief Executive
Officer
180400
Mill Manager/Process Manager
130160
Chief Operating Officer
185350
Chief Metallurgist
120140
Mill Superintendent
120140
Senior Process Engineer
90110
Process Engineer
7080
Senior Metallurgist
90110
Metallurgist
7080
National
Senior Investor Relations
90150
Vice President, Exploration
130220
Continuous Improvement
Manager
90140
Mining Engineering
National
Typical
General Manager
140220
Senior Maintenance
& Production
Mine Manager
150170
National
Typical
Manager, Technical Services
130160
Maintenance Manager
125150
Superintendent
120140
Maintenance Superintendent
110135
Engineering Manager
130170
Maintenance Planner
85100
Chief Engineer
120140
Maintenance Foreperson
85105
Senior Mine Engineer
100120
Pit or U/G Superintendent
115130
Mine Engineer
75100
Pit or U/G Foreperson
90110
Mine Technician
5585
Mechanical Engineer
7080
Senior Mechanical Engineer
90110
Electrical Engineer
7080
Senior Electrical Engineer
90110
Ventilation Engineer
80120
Resources & Mining
Resources & Mining
Geology
FORESTRY
Technical & Operations
Mining Construction
Forestry Trades & Maintenance
National
Typical
National
Typical
National
Exploration Manager
120160
Project Manager
180250
Forestry Engineer/Forester
7590
Millwright apprentice
2533/hr*
Process Engineer & Quality

Control
6585
Millwright Red Seal Certified
3542/hr*
HD Mechanic apprentice
2533/hr*
3542/hr*
Project Geologist
6585
Project Controls Manager/Lead
140200
Senior Exploration Geologist
8095
Senior Cost Controller
100140
Exploration Geologist
6580
Senior Planner
100140
Chief Geologist
125160
Intermediate Cost Controller
80105
Geology Superintendent
100140
Intermediate Planner
80105
Senior Resource Geologist
90120
Project Controls Analyst
70100
Senior Mine Geologist
85100
Intermediate Estimator
90120
Mine Geologist
7590
Health, Safety & Environment
Mining Trades & Maintenance

National
Typical
National
Typical
Millwright apprentice
2735/hr*
HSE Superintendent
100140
Millwright Red Seal Certified
3544/hr*
HSE Manager
80120
HD Mechanic apprentice
2735/hr*
HSE Supervisor
75110
HD Mechanic
Red Seal Certified
3544/hr*
Electrician apprentice
2735/hr*
Electrician Red Seal Certified
3544/hr*
HSE Coordinator
6090
HSE Officer
5075
Senior Environment Manager
100140
Environment Manager
70110
Environment Coordinator
6090
Energy Manager
90110
Typical
National
Typical
Plant Manager
120160
Production/Sawmill Supervisor
80110
HD Mechanic
Red Seal Certified
Sawmill Superintendent
95115
Electrician apprentice
2533/hr*
Maintenance Supervisor
8595
Electrician Red Seal Certified
3542/hr*
Maintenance Superintendent
95115
Maintenance Manager
115130
Health, Safety & Environmental
60130
Silvicultural Forester
6080
Land Management
90115
Lumber Sales Manager
80100
Mechanical Engineer
7080
Senior Mechanical Engineer
90110
Electrical Engineer
7080
Senior Electrical Engineer
90110
Energy Manager
90110
*Hourly rate.
* Hourly rate
MEASURES OF WORTH
SALES
Sales
Business activity

activity to:
53.7%
70.3%
Increased
Remained the same
Increase
Remain the same
Decreased
27.8%
Decrease
16.7%
13.0%
18.5%
Hiring Trends
In changing economic conditions, effective sales staff become increasingly important to
maintain and increase business activity, with employers focused on finding leaders who
will drive results. While people with sales experience abound in the market, the challenge of
finding those who can hit sales targets is an ongoing one. Account and business development
managers are particularly soughtafter, and many are not actively seeking work. This means
employers must work hard to connect with them and interest them in a new role. We are seeing
more companies centralize their sales teams to call centres that operate nationwide, which is
driving demand for bilingual employees. This is also focusing demand in specific areas or
regions, which creates uneven hiring trends across Canada as talent pools in areas such as
Vancouver and the Greater Toronto Area are stretched thin, while other cities are seeing a
surplus of candidates.
Market Insights
More than half of sales professionals say business activity increased in 2015 almost
10 percentage points higher than the overall results. These respondents are also more
optimistic going into 2016, with 70 per cent expecting an increase in activity, compared
with 58 per cent overall. However, fewer sales professionals say the economy is strengthening
with less than onefifth expecting improvement in 2016 compared with onequarter overall.
Economic outlook
Hiring was comparably stable in the sales function, with 82 per cent reporting headcount
increased or remained the same in 2015, compared with 72 per cent overall. Next year is
expected to be similar, with just 10 per cent saying headcount will decrease, compared with
15 per cent overall.

12 months.

100%
100%
80%
80%
60%
60%
40%
40%
20%
20%
02
35
69
1014
15+
02
Years of experience
35
69
1014
15+
Years of experience
Increased
Decreased
Increase
Decrease
Remained the same

Remain the same

18.5%
53.7%
Strengthening
Static
Weakening
27.8%
Sales
Sales
Roles in Demand


36.8%
36.9%
Bilingual
account
managers
Increased
Remained the same
44.7%
Decreased
18.5%
Sales respondents report low skills shortages in their industry, with only 15 per cent reporting
significant to extreme shortages. Where these shortages exist, half cite a lack of training and
development as the issue, but only one quarter are offering training and professional
development as a recruitment tool. Most say they are relying on company culture to attract
candidates, but when competing for the top sales staff those who can truly impact your
bottom line being competitive on salary and career progression will be crucial. A surprising
29 per cent say they are doing nothing to recruit top talent, which could see those companies
miss out on their target candidates in 2016.
3.2%
9.1%
29.0%
38.7%
25.8%
9.1%
25.8%
50.0%
22.7%
Business
development
managers
Decrease
52.6%
9.1%
Sales
managers
Increase
Remain the same
10.5%

Key account
managers
29.0%
54.8%




Retirement

Nothing
Other
Business acumen is one of the most important skills we look for

in sales people. An understanding not just of their own piece of the
business their clients and products but how they fit into the wider
organization and drive results. For employers, social media is now
something that you cant ignore. For a few years it was a useful tool,
but not a necessity. Now if youre not using social media to find and
connect with the best candidates then youre getting left behind.
Graydon Blenkin, Market Vice President, Central Region
Konica Minolta
Job Seeker Insights
Employer Insights
2
Connect with key people and
organizations both online and in person
at networking events so when an
opportunity arises you are known as an
engaged, energetic, selfstarter.
2
Few companies are offering the
career growth sales professionals want.
Attract and retain ambitious, effective
candidates by outlining your succession
plan and their career opportunities in
interviews and appraisals.
3
Employers are looking for candidates
with staying power. Try to reduce
jobhopping early in your career,
where possible, to show that you can
commit to an organization and role.
3
Demand for bilingual candidates is high
so be willing to either compete on salary,
or compromise on experience level.
Consider working with your local
language schools to find entrylevel
candidates who you can train to meet
the other role requirements.
1
A proven trackrecord of hitting targets
and building client relationships is the
most important aspect of any hiring
decision. Put your record front and
centre on your resume and if you dont
have that track record focus on building
your sales portfolio before looking for
your next career move.
1
The survey results show that many
companies are trying to compete
based on company culture. Try to
simplify your message so it has more
impact. Know and share your employer
value proposition to differentiate from
the competition.
Sales
Sales
Sales
Were seeing the move to cloud computing become increasingly important and sales
professionals who want to set themselves apart should look at improving their understanding
of cloud computing and what it could mean in their industry or sector.
National
RFP Specialist
5560
Graydon Blenkin, Market Vice President, Central Region, Konica Minolta
Head of Business Development
7590
The salary trends from 2015 are very similar to the crossfunctional patterns weve
been seeing with the majority seeing either no salary increases, or increases of less
than three per cent. However, in 2016 sales professionals are more conservative in
their predictions, with 41 per cent saying there will be no salary increases at all,
compared with 22 per cent agreeing with that overall.

0.0%
0.0%
2.4%
4.9%
2.4%
0%
<3%
3% to 6%
6% to 10%
>10%
19.5%
17.1%
53.7%
7.3%
17.1%
34.1%
0%
<3%
3% to 6%
6% to 10%
>10%
41.5%
Benefit Insights
Benefits
6.0%
Flexible work hours
6.0%
Gym membership
4.5%
Memberships financial/non-financial
(i.e. associations/networks)
4.5%
Sales Director*
100120
Sales Manager*
85100
Sales Assistant
3035
Client Services Representative
3035
Outside Sales Representative
4050
Inside Sales Representative
3035
National

Few sales professionals expect to increase

benefits in 2016, but those that do are looking
at worklife balance related benefits such as
flexible hours, work from home options,
parental benefits and gym memberships.
These are important to consider, but when
asked to rate benefits by impact on retention
and recruitment, most sales professionals
rate career growth, vacation, and retirement
support such as pension contributions as
most effective.
Extended parental benefits

(i.e. above average leave/pay)
Low
RFP Specialist
Typical
6070
8095
Sales Director*
120150
Sales Manager*
100120
Sales Assistant
4045
Coordinator
4045
4045
5060
4045
National
High
RFP Specialist
6575
90100
Sales Director*
130160
Sales Manager*
120130
Sales Assistant
4555
Coordinator
4555
4555
6070
4555
*Typical commission on top of base salary 3050% of base
3.0%
ABOUT US
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to find you the best talent.
Through our 360 model of clientonboarding,

assessment, servicing and candidate matching,
we understand your needs, providing you with
the best qualified candidates.
ABOUT HAYS
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OPTIMISM REMAINS AMONG EMPLOYERS

WHILE ALBERTA WEATHERS THE STORM

Key Findings & Recommendations

Accounting & Finance

Architecture & Interior Design

Manufacturing & Logistics

Oil & Gas

Property & Facilities Management

Resources & Mining

1 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

KEY HIGHLIGHTS FROM OUR SURVEY

of employers say they believe business

of employers say the economy will

of employers say they plan to utilize the same

Despite a turbulent year, Canadian employers, on the whole, remain optimistic

The impending talent scramble

Optimism varies by province

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 4

With a diverse business base, boosted

2015 has been a challenging year in the

5 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

The region is experiencing increased activity

Overall 2015 has been a steady

PERMANENT HIRING TRENDS IN CANADA

KEY FINDINGS & RECOMMENDATIONS

Succession planning is no longer a

Talent wont just be available, build a

Addressing awareness issues as a

7 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

type of profile and reputation

Training is key to workforce planning

Protect your people assets with better

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 8

9 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 10

Ontario permanent hiring

Over the past 12 months, permanent staff

In the upcoming year, you expect permanent

Permanent hiring 2015/16

11 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 12

Employers plans for hiring versus actual additions to temporary headcount

Alberta permanent hiring

See Figure 1 for industry comparisons, page 26.

Please indicate how temporary/contract

Please indicate how you expect temporary/

13 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

Remained the same

Remain the same

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 14

International recruitment activity 20132016

Oil & Gas

Over the last 12 months, did you sponsor/recruit overseas candidates?

No only hired domestic candidates, but would consider

Nestor Plawiuk, President, Multivac Canada Inc.

Yes for all areas

15 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 16

How long does it take you to fill your open positions?

Over 5 years ago

When recruiting, how much pressure employers feel as a result of workload

17 | 2016 Hays Compensation, Benefits, Recruitment and Retention Guide

2016 Hays Compensation, Benefits, Recruitment and Retention Guide | 18

*Included in the <3% bar are those employers offering 0% increase.