Calgary Chamber of Commerce

The Calgary Chamber exists to help businesses thrive. As the convenor and catalyst for a vibrant, inclusive and prosperous business community, the Chamber works to build strength and resilience among its members and position Calgary as a magnet for talent, diversification, and opportunity. As an independent, non-profit, non-partisan organization, we build on our 131year history to serve and advocate for businesses of all sizes, in all sectors and across the city.

Unlocking Calgary’s Talent Potential

Today, businesses across all sectors are threatened by a lack of available talent, skills gaps and greater competition for skilled workers. According to the Q3 2022 Business Outlook Survey, 31.5 per cent of Canadian businesses are concerned about labour shortages. With a record 88,000 vacant jobs in Alberta, we simply don’t have enough people available to work. Addressing Alberta’s talent gap requires sustained focus, collaboration, and innovative ideas to grow our talent pool, to ultimately improve businesses’ economic outlook. Together, with input from local businesses, thought leaders and young Calgarians, the Chamber released Unlocking our Talent Potential a four-series report highlighting solution-oriented policy recommendations to mitigate Calgary’s labour shortage. Priority areas include leveraging our immigration policies to grow our talent pool, building an inclusive and values-driven workforce, strengthening Calgary’s reputation and brand, and lastly, investing in the infrastructure and programming businesses need.

REFINE OUR IMMIGRATION POLICIES TO GROW OUR TALENT POOL

Representing almost 100 per cent of labour force growth nationally, immigration can be leveraged as one solution to Canada’s growing and sustained labour shortage. Yet, fewer than one-quarter of Canadian businesses believe existing immigration systems serves their needs, citing complex rules, application processing delays and costs associated with navigating the system. Immigration is critical to alleviating the labour challenges faced by businesses. Alberta and Calgary are well-positioned to be leaders in leveraging immigration.

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Recommendations

• Reform eligibility requirements within federal and provincial immigration programs to expand eligibility for prospective economic immigrants • Empower businesses to leverage immigration in talent recruitment • Reduce employment barriers and create meaningful employment opportunities for newcomers

BUILD AN INCLUSIVE AND VALUES-DRIVEN WORKFORCE

Today, organizations seeking talent have a competitive advantage if they embrace inclusion, diversity, equity and accessibility (IDEA) and offer compelling total value packages to their employees. Research by the World Economic Forum supports these trends, showing upwards of 61 per cent of workers now choose their jobs based on their beliefs and values, with nearly one-third believing comprehensive benefits are as important as salary. This is to the benefit of businesses, as research by LinkedIn suggests an emphasis on IDEA leads to higher retention rates, more innovation, and increased profits. In fact, 80 per cent of employees see inclusion, diversity, equity and accessibility as important when choosing an employer. With employees seeking organizations that are aligned with their values, a business’ total value package – the benefits it offers to its employees – is critical to attracting and retaining talent. In a competitive labour market, businesses must embrace IDEA as essential to their long-term success.

Recommendations

• Leverage opportunities to incentivize and promote IDEA within Alberta’s workforce • Address ongoing challenges to the delivery and accessibility of affordable childcare • Position Alberta businesses as benefits leaders

STRENGTHEN CALGARY’S REPUTATION AND BRAND

With many Canadians facing the consequences of inflation, Alberta and Calgary are turning heads as places where people can enjoy an affordable and high-quality of life. While our marketing campaigns excel at promoting these advantages, branding challenges and existing stereotypes hamper our progress. We are Canada’s third most diverse major city, with 54 per cent of newcomers to Calgary arriving from outside of Canada. Yet, Calgary struggles with a perceived lack of economic and social diversification. Public opinion research by Maru Public Opinion and Janet Brown Opinion Research indicates that upwards of 50 per cent of Canadians would not feel comfortable living in the province. How Alberta and Calgary are perceived is critical to attracting and retaining talent. These narratives must dispel misperceptions, accurately depicting the Alberta and Calgary of today: we are inclusive, diverse, opportunity-ready

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and future-focused. Amplifying these stories beyond regional echo chambers will attract the talent we require to succeed.

Recommendations

• Develop a unified vision and narrative for Calgary, working with businesses and other partners to promote Calgary’s story nationally and internationally • Create an authentic Calgary brand by engaging local businesses and Calgarians in telling the story of our city • Market the Alberta and Calgary of today, focusing on what makes us a desirable place to live, work and play

INVEST IN THE INFRASTRUCTURE AND PROGRAMMING TALENT NEEDS

Calgary’s focus on talent attraction is evident but we face challenges retaining and developing the talent that is already within the city. A lack of investment in creating and

supporting the Calgary of tomorrow is leaving people worried the city could become stagnant, further jeopardizing our ability to retain talent over the long run. Youth between the ages of 15 and 29 account for 18 per cent of the city’s total population, making young Calgarians a key workforce demographic. However, this group has also been the slowest-growing demographic over the last 20 years, emphasizing the need to retain the youth we currently have. Retaining talent also necessitates we prioritize talent development. Polling by Leger shows 37 per cent of Albertans value opportunities for professional development and growth in their jobs. To retain these employees and prepare them for emerging economic trends, further investments are needed in work-integrated learning, reskilling and upskilling programs, and micro-credentialing. Leveraging these solutions to improve talent development cannot be done without first raising awareness of them amongst prospective employees and employers. Investing in the infrastructure and programming that will help retain and develop Calgary’s talent is an important step toward Family Owned, Local Business addressing labour shortages. These

Serving Albertans SINCE 1978 investments must be strategic in nature, prioritizing what Calgarians want and need from their city now, and in the future.

Recommendations

• Invest in infrastructure that positions Calgary as a choice destination for national and international talent • Activate and engage Calgarians through investments in community vibrancy • Position Calgary as a talent leader through investments in skills development • Leverage businesses as talent developers

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