New eSports Scholarship | To Boldly Grow administratorcollegeinside The professional journal for Ontario college administrators | Vol. 17 No. 1 | Spring/Summer 2022 CHANGESHYBRIDEDUCATIONTHEGAME
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Connecting, supporting and advancing management and leadership in Ontario colleges. OCASA Executive PRESIDENT Sara Budd Director, Academic Partnerships and Pathways, University Partnership Centre, Georgian College VICE PRESIDENT Ryan Dearing Manager of Admissions, Cambrian College VICE PRESIDENT Tammy Mackey Campus Manager, Northern College TREASURER Krisha Marshall Associate Registrar, Enrolment and Student Financial Support, Algonquin College 26 9 9 Hybrid Education Changes the Game 16 Ontario Government Hopes to Level-up eSports on Campus with New Scholarship 18 OCASA 2022 Leaders & Innovators Conference 20 Congratulations to This Year’s OCASA Award Winners! 25 The Key to More R&D 26 To Boldly Grow Editorial Board Rachel MacDonald Human Resources and Corporate Communications Coordinator, Sault College Kurt Muller Dean, Faculty of Communication, Art & Design at Seneca, and Campus Principal, Seneca@York Campus Greg Murphy, MFA Executive Dean, School of Media, Art & Design, Durham College Marie Nathalie Moreau Coordinator, Talent Management, La Cité College Jim Whiteway, BAA, BH, MAed Director International Education, Loyalist College of Applied Arts & Technology Greg Yantz Director, Centre for Academic Excellence, Fanshawe College EXECUTIVE DIRECTOR Erin Roberts 866-742-5429 ext. 101 OCASA 65 Overlea Blvd., Suite 240, Toronto, ON M4H 1P1 Phone: 866-742-5429 Fax: 866-742-5430 Email: info@ocasa.on.ca www.ocasa.on.ca Published by Third Floor - 2020 Portage Ave., Winnipeg, MB R3J 0K4 Phone: 866-985-9780 Fax: 866-985-9799 Email: info@kelman.ca www.kelman.ca Managing Editor: Monique Doyle Design/Layout: Dia Chea Advertising Sales: Jeff Kutny Advertising Coordinator: Stefanie Hagidiakow contentsVol.17No.1|Spring/Summer2022 6 President’s Message 8 Call for Submissions 21 CAAT: Recruiting & Retaining Talent in a Competitive Market 28 The Value of Membership All rights reserved. The contents of this publication may not be reproduced in whole or in part without the express consent of the publisher.
Sara Budd OCASA President
PRESIDENT’S MESSAGE
To Boldly Grow explores the Centre for Natural Products and Medical Cannabis at Loyalist College and their innovative investigation into the feasibility of growing cannabis/hemp on the International Space Station. In 2017, Loyalist College became one of the first Canadian educational institutions to receive approval from Health Canada for a Controlled Drugs and Substances Licence for research and analysis using medical cannabis.
In Hybrid Education Changes the Game, we asked administrators how colleges are continuing to adjust in a hybrid world of education to compete in a global market for talent and learned how ongoing flexibility is the key.
Finally, in late September, we are returning with our Leaders and Innovators conference in lovely Niagara Falls. This face-to-face conference is designed specifically for college administrators with a concentration on professional development. We have an exciting agenda planned with many outstanding speakers and presentations. Registration is now open. For more details, please see pages 18–19, and visit id=1201https://ocasa.on.ca/news-events/events/#id=10185&cid=1085&w for more information. We hope you can join us in the fall! As always, we would love to connect with you. Please reach out anytime with story ideas, exciting program news, and celebrations from your colleges. As a member of our association, you are an important part of this great community.
The Key for More R&D examines the potential for more annual funding to expand research capacity at colleges and how those funds might be used to help colleges stay competitive when attracting both students and staff.
W elcome to the Spring/Summer 2022 issue of College Administrator magazine. I hope this issue finds you enjoying the summer weather and looking forward to the fall and the new academic year. We know that colleges in Ontario have always been on the leading edge of innovation. But now that the COVID-19 pandemic has showed us how much more adaptable campuses can be, how do we up our game to keep up with the competition for talent?
THE COMPETITION FOR TALENT
Also, in this issue, Ontario Government Hopes to Level-up eSports on Campus with New Scholarship takes a look at the future and growth of eSports at colleges in Ontario.
On behalf of the OCASA Board of Directors, we appreciate your work and dedication to a lifetime of learning for all.
Sara Budd, M.Ed OCASA President & Director, Academic Partnerships and Pathways – Georgian College
In late September, we are returning with our Leaders and Innovators conference in lovely Niagara Falls. This face-toface conference is designed specifically for college administrators with a concentration on professional development.
6 College Administrator | Spring/Summer 2022
7www.ocasa.on.ca | College
La clé de la R&D plus poussée [The Key to More R&D] examine le potentiel d’un financement annuel plus important pour accroître la capacité de recherche des collèges et comment ces fonds pourraient être utilisés pour aider les collèges à rester compétitifs en attirant des étudiants et du personnel.
Fin septembre, nous nous réunirons lors de notre conférence « Leaders et innovateurs » dans la charmante ville de Niagara Falls. Cette conférence en personne est conçue tout particulièrement pour les administrateurs de collèges et se concentre sur le perfectionnement professionnel. Administrator
L’éducation hybride change la donne [Hybrid Education Changes the Game], nous avons demandé à des administrateurs et administratrices comment les collèges continuent à s’adapter dans un monde d’éducation hybride afin d’être compétitifs sur un marché mondial des talents. Ce faisant, nous avons appris que la flexibilité continue est la clé. Également dans ce numéro, notre article Le gouvernement de l’Ontario espère améliorer les sports électroniques sur les campus grâce à une nouvelle bourse d’études [Ontario Government Hopes to Level-up eSports on Campus with New Scholarship] se penche sur l’avenir et la croissance des sports électroniques dans les collèges de l’Ontario.
Pour croître fièrement [To Boldly Grow] explore le Centre for Natural Products and Medical Cannabis du Collège Loyalist, ainsi que son enquête innovante sur la faisabilité de la culture du cannabis et du chanvre sur la station spatiale internationale. En 2017, le Collège Loyalist est devenu l’un des premiers établissements d’enseignement canadiens à recevoir l’approbation de Santé Canada pour une licence de drogues et substances contrôlées afin d’effectuer de la recherche et de l’analyse utilisant du cannabis médical.
RAPPORT DE LA PRÉSIDENTE LA POURCOMPÉTITIONLESTALENTSSaraBudd
Présidente de l’APACO B ienvenue dans le numéro printemps/été 2022 de College Administrator. J’espère que vous profitez de l’été et que vous avez hâte à l’automne et à la nouvelle année universitaire. Nous savons que les collèges de l’Ontario ont toujours été à la pointe de l’innovation. Or, maintenant que la pandémie de COVID-19 nous a montré à quel point les campus peuvent s’adapter, comment pouvons-nous améliorer nos opérations encore plus pour attirer lesDanstalents?
Enfin, fin septembre, nous nous réunirons lors de notre conférence « Leaders et innovateurs » dans la charmante ville de Niagara Falls. Cette conférence en personne est conçue tout particulièrement pour les administrateurs de collèges et se concentre sur le perfectionnement professionnel. Nous vous réservons un programme passionnant avec de nombreux conférenciers et des présentations remarquables. L’inscription est maintenant ouverte. Pour plus de détails et d’information, veuillez consulter les pages 18 et 19, et visiter https://ocasa.on.ca/news-events/event s/#id=10185&cid=1085&wid=1201. Nous espérons vous y voir cet automne! Comme toujours, nous adorerions avoir de vos nouvelles. N’hésitez pas à communiquer avec nous pour nous faire part d’idées d’articles, de nouvelles sur des programmes passionnants et de célébrations au sein de vos collèges. En tant que membre de notre association, vous êtes un élément important de notre grande communauté. Au nom du conseil d’administration de l’OCASA, nous apprécions votre travail et votre dévouement à une vie d’apprentissage pour tous. Sara Budd, M.Éd. Présidente de l’OCASA et directrice des partenariats et des parcours universitaires – Collège Georgian
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“What hybrid education has always provided is a level of flexibility to modern college education that would have been unthinkable prior to the pandemic. It’s said necessity is the mother of invention, and in that sense, the pandemic was a real catalyst to enhance hybrid or flexible education,” she explained.
he online and hybrid shift in post-secondary education has changed the dynamic for talent at colleges in Ontario. The scope of what’s available to high school graduates and mature learners has expanded, as has the scope of people joining an institution. There is now a global competition for talent across the board – leaders and other staff are being hired without the requirement of living in the city where the college is located any longer – students can choose their educational experience far beyond where their feet are planted. Remote work policies and co-ops for students are also changing the game. It’s a double-edged sword, because with more opportunity comes more competition. How are colleges adjusting? Hybrid education moves to the forefront Hybrid education includes both real-time in-person learning on campus and online learning activities, which have traditionally been asynchronous. During the COVID-19 pandemic, many institutions and faculty used online synchronous activities. While colleges pivoted to hybrid learning quickly during the COVID crisis, hybrid education has actually been around for quite a while.
“Prior to the COVID-19 pandemic, students who wanted greater flexibility could explore hybrid learning options. We have an Early Childhood Education-Alternate Delivery program that has used a hybrid approach for years. What the pandemic has done is bring hybrid and/or remote learning to the forefront,” said Dr. Paula Gouveia, VP-Academic at Cambrian College.
T
BY MONIQUE DOYLE, MANAGING EDITORCHANGESHYBRIDEDUCATIONTHEGAME FLEXIBILITY IS KEY Photo credit: Seneca 9www.ocasa.on.ca | College Administrator
10 College Administrator | Spring/Summer 2022
Claire Moane, Dean, Academic Initiatives at Seneca College, “Throughout the pandemic, we’ve offered most of our programs and courses online, but we've been gradually bringing students back on campus. Some courses are better suited for in-person delivery – our Veterinary Technician, Nursing, and Opticianry programs, for example, are best delivered when students can gain hands-on experiences.” She added: “However, providing choice is paramount. Being inperson is great for some students because they can better engage with what they’re learning and feel a strong sense of community with classmates and professors. On the other hand, keeping some courses or programs online, or in a flexible mode, allows students to save time and money commuting and manage their work and family obligations.
“I think the majority of students and faculty would say that they prefer that in-person, on-campus face-to-face interaction, because a huge part of the college experience comes from what you gain by being part of the community and experiencing campus life first-hand and in real-time,” she added.
“We’ve had record enrolment at Seneca throughout the pandemic, and we are noticing that online, hybrid, and flexible programs are very popular. In a recent poll of our students, the majority said that if they had only one option, they would rank online as being their first choice, followed by flexible, fully in-person and then hybrid learning. More than 90% of our students said that flexibility was important or extremely important to them,” said Claire Moane.
Providing more choices to students
Alison De Luisa, Vice-President, Human Resources and Student Services at Cambrian College, explained: “We have on campus the Glenn Crombie Centre for Accessibility, Counselling and Wellness. They provided that learning support before the pandemic, and their work only increased during COVID-19. We have an in-house specialist when it comes to assistive devices and methods, who worked very hard with students who needed special accommodations that involved adaptiveThroughouttechnology.”thepandemic, colleges organized virtual and interactive open houses, which welcomed attendees from around the world. This made it easy for people to “attend” an open house or campus tour who might otherwise not have been able to travel to the campus. And by reducing in-person travel, these types of events also help to reduce students’ carbon footprints.
“At the very least, in programs like these, you want to still be able to provide some elements of flexibility. This is where a hybrid delivery model could be beneficial where theory is delivered online and labs are held on campus. That is the model we used at Cambrian during the pandemic and it’s a model we will continue to evaluate as an ongoing option where it makes sense,” said Dr. Paula Gouveia.
Some also find that they learn better through online classes than they do in Online,person.”hybrid, and flexible programs are still important and here to stay. Students have proven that they are very adaptable to technology and quick to adjust. Young adults today have never experienced a time when they didn’t have access to smartphones, the internet, or social media, and that reality has made any changes to program delivery easier on them, despite some of the challenges during the height of the COVID-19 pandemic.
Colleges continue to evaluate and adjust In the fall of 2022 and beyond, colleges will continue to evaluate and adjust to meet the needs of students and staff. “We would like to continue to offer some of our programs using a flexible learning model and will continue to evaluate those program decisions looking closely at student success metrics to determine how best to continue to support flexibility and accessibility by being more virtual,” said Dr. Paula Gouveia.
A recent study by the Higher Education Quality Council of Ontario, Ontario Learning During the COVID-19 Pandemic: Experiences of Ontario First-year Postsecondary Students in 2020–21 particularly lower-income students, expressed interest or a preference for having some online or hybrid courses as part of their programs in the future. This is an important point when considering the investment that post-secondary institutions have made into virtual learning.
“Even then, students really want that on-campus experience. The vast majority prefer that daily face-to-face interaction. We just had two open house events this spring, and they were packed. Potential students were thrilled to have the opportunity to come to campus,” said Alison De Luisa.
Online – Students learn remotely and are not required to come to campus. Time online with the professor might be scheduled, or might not be scheduled which means learning is independent.
Flexible – Courses are taught to students in a classroom or lab and broadcast to students online at the same time. Students have a choice of coming to campus or learning remotely online. Some colleges may define these delivery formats slightly differently.
PROGRAM DELIVERY FORMATS
Of course there are some programs that aren’t a natural fit for hybrid or fully online learning because they require specialized equipment and hands-on, in-person practice, for example skilled trades and health sciences.
Continuing with hybrid education may provide some additional opportunities for colleges in Ontario.
Hybrid – A blended approach that combines online and in-person activities. Some parts of the program or course are online and other parts are in person. Students will need to spend some time on campus, especially for courses with a lab component. In-person – Students are required to come to campus for all classes, labs, etc.
“In terms of our carbon footprint, you still have to heat, cool, and light buildings, even if there are fewer students on campus due to hybrid learning. Depending on how we move forward, there is an opportunity to re-purpose some space so that we can boost the learning environment in other ways or improve on-campus student and staff services, without having to launch a new capital building project. That’s part of our evaluation,” said De Luisa. Looking ahead – for students and staff Now that colleges have shown the world how quickly and effectively they could adapt to something like a global pandemic and demonstrate the potential that flexible, hybrid education offers, what does the future look like?
Support for both students and faculty is an important element of success in an ongoing hybrid world. And for students with disabilities who may have had difficulties adjusting to online learning, support is critical.
Staying competitive with additional new options
Canada has more than 200 public colleges; 24 of these are in Ontario. In comparison, the US has more than 1,600 public colleges. Global competition is becoming a reality.
Ongoing changes for staff and co-op programs Remote work arrangements at colleges in will likely continue to evolve in the upcoming academic year and be subject to re-evaluation.“Currently,allemployees are expected to be on campus. We have developed a policy and process by which employees can apply for a remote work arrangement, provided their job description and service provided meets the criteria for a remote-work arrangement. The application process is underway and we anticipate that remote-work arrangements will begin in time for the fall semester in September,” explained Alison De Luisa. With a greater openness to remote work opportunities brought about by the realities of the pandemic, co-op programs may also be able to continue to provide a more flexible experience in the fall and “Nowbeyond.thatmost COVID-19 restrictions have been lifted, we expect to return to a more traditional co-op experience. But we will also work with employers who want co-op students, but to complete their co-op virtually or remotely, given the nature of their business,” said Dr. Paula Gouveia. Administrator
“Even through the pandemic, we were introducing new programs, at least two a year. It’s not only the programs that were new; it was the type of programs. We introduced new micro-credentials and graduate certificates that are aimed specifically at people who already have a college or university credential and/or experience in their fields. They’re aimed at working professionals or non-direct students who want to upskill to advance in their current careers or perhaps pursue a new path,” said Gouveia. She added: “We also accelerated our evolution as a year-round college. In the last three years, we have added new student intakes in November, March, and July, in addition to those traditional intakes of September, January, and May. We’re doing this because for many students, such as non-direct or international students, they don’t want to wait until September of January to begin their college journey.”
“We expect that students will continue to seek the flexibility to choose courses and programs that fit their lifestyles and long-term goals. More faculty will be hired and trained to teach in a variety of modes, and we will continue to seek student feedback and monitor enrolment trends. Seneca is also increasing our offerings in microcredentials, graduate and executive certificates, and other shortterm programs in response to demand for quick skills training and “Just as we heard from our students, our employees are looking for a combination of in-person and remote work. Seneca is committed to offering a flexible approach to work that also ensures student needs are met effectively, which we hope will help us attract and retain the best and brightest, even in a challenging hiring market,” Moane added.
Once again, flexibility is key in this situation – new programs, options, and intake dates can help students and potential students choose their own future.
Photo credit: Seneca 11www.ocasa.on.ca | College
When asked how tough it is to keep up with a global competition from other colleges from an academic standpoint, Dr. Paula Gouveia responded: “I will say competition is as fierce as it has ever been. There have also been stories about declining enrolment in public schools and high schools as Canada’s population ages, meaning there will be fewer ‘domestic’ students than in years past.”
At Cambrian, the focus is also on wellness for both students and staff. “We hired a full-time Wellness Coordinator who put together a volunteer wellness team made up of staff and students who provide wellness initiatives all year. We believe wellness is crucial to a successful college experience, for employees and students,” said Alison De Luisa. As of April 2022, Ontario’s public colleges are able to develop new three-year degree programs and additional four-year degree programs in key sectors (such as the auto sector) to address gaps in the province’s labour needs. This expansion will help to provide increased access to education for students in smaller communities and rural areas, allowing learners to graduate sooner and enter the workforce more quickly. The province says it anticipates the new programs will start accepting students in the fall of 2023.
“At one time, we were known as a community college and were only permitted to recruit from our local community. Those days are long gone. We are a global college. We have students from approximately 50 countries, and international students make up about 25% of our student population. We also continue to attract students from other parts of Ontario and Canada,” said Dr. Paula Gouveia.
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L’éventail des possibilités offertes aux diplômés du secondaire et aux apprenants adultes s’est élargi, tout comme l’éventail des personnes qui se joignent à un établissement. Il y a désormais une concurrence mondiale pour les talents dans tous les domaines : les dirigeants et autres membres du personnel sont embauchés sans qu’il soit nécessaire de vivre dans la ville où se trouve le collège et les étudiants peuvent choisir leur expérience éducative bien au-delà de l’endroit où ils sont installés. Les politiques de télétravail et les programmes coopératifs changent également la donne pour les étudiants. C’est une arme à double tranchant, car qui dit opportunités dit aussi concurrence. Alors comment les collèges s’adaptent-ils?
Crédit photo : Seneca 13www.ocasa.on.ca | College Administrator
L e virage en ligne et hybride de l’éducation postsecondaire a changé la dynamique des talents au sein des collèges de l’Ontario.
L’éducation hybride passe au premier plan L’éducation hybride comprend à la fois l’apprentissage synchrone sur place et l’apprentissage en ligne, traditionnellement livré de façon asynchrone. Pendant la pandémie de COVID-19, de nombreuses institutions et facultés ont utilisé des activités synchrones en ligne. Cela dit, bien que les collèges se soient rapidement tournés vers l’apprentissage hybride pendant la pandémie, l’éducation hybride existait déjà depuis un certain temps. « Avant la pandémie de COVID-19, les étudiants qui voulaient disposer d’une plus grande flexibilité exploraient les options d’apprentissage hybride. Nous avons un programme d’éducation de la petite enfance en prestation alternative qui utilise une approche hybride depuis des années. La pandémie a mis l’apprentissage hybride et le téléapprentissage au premier plan, a déclaré Paula Gouveia, Ph.D., vice-présidente académique du Cambrian College. L’éducation hybride a toujours apporté une certaine flexibilité en matière d’enseignement collégial moderne, mais elle aurait été impensable de façon généralisée avant la pandémie. On dit bien que la nécessité est la mère de l’invention; en ce sens, la pandémie a été un véritable catalyseur pour améliorer l’éducation hybride ou flexible. »
PAR MONIQUE DOYLE, RÉDACTRICE EN CHEF LA FLEXIBILITÉ EST ESSENTIELLE CHANGEL’ÉDUCATIONHYBRIDELADONNE
Regarder vers l’avenir pour les étudiants et pour le personnel Maintenant que les établissements d’enseignement supérieur ont montré au monde entier la rapidité et l’efficacité avec lesquelles ils pouvaient s’adapter
14 College Administrator | Spring/Summer 2022
Bien sûr, certains programmes ne se prêtent pas naturellement à l’apprentissage hybride ou entièrement en ligne, car ils exigent de l’équipement spécialisé et une pratique en personne. On pense notamment aux métiers spécialisés et aux sciences de la santé.
« En ce qui concerne notre empreinte carbone, il faut encore chauffer, refroidir et éclairer les bâtiments, même s’il y a moins d’étudiants sur place en raison de l’apprentissage hybride. Selon l’évolution des choses, nous pourrons peut-être réaffecter certains espaces pour encourager d’apprentissage d’une autre manière ou encore améliorer les services aux étudiants et au personnel sur le campus, sans pour autant lancer un nouveau projet d’immobilisations. Cela fait partie de notre évaluation », a déclaré Mme De Luisa.
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Plus de choix pour les étudiants
Les définitions de ces modes de prestation peuvent varier légèrement d’un collège à l’autre.
Hybride – Une approche mixte qui combine des activités en ligne et en personne. Certaines parties du programme ou du cours sont en ligne et d’autres, en personne. Les étudiants passent un certain temps sur le campus, en particulier pour les cours avec un volet laboratoire.
« Pendant la pandémie, nous avons proposé la plupart de nos programmes et de nos cours en ligne, mais nous avons progressivement ramené les étudiants sur le campus. Certains cours sont mieux adaptés à une prestation en personne. Nos programmes de technique vétérinaire, de technique infirmière et d’optique, par exemple, sont mieux dispensés lorsque les étudiants en font l’expérience pratique. Il est toutefois primordial de leur offrir le choix. Se présenter en personne est idéal pour certains étudiants, qui peuvent mieux s’impliquer dans ce qu’ils apprennent et ressentir un fort sentiment de communauté avec leurs collègues de classe et leurs professeurs. Mais offrir certains cours ou programmes en ligne, ou en mode flexible, permet à d’autres étudiants d’économiser du temps et de l’argent sur les trajets et de gérer leurs obligations professionnelles et familiales. Certains trouvent également qu’ils apprennent mieux en ligne qu’en personne.
Les programmes en ligne, hybrides et flexibles restent importants et sont là pour rester. Les étudiants ont prouvé qu’ils emploient très bien à la technologie et qu’ils s’adaptent rapidement. Les jeunes d’aujourd’hui n’ont jamais connu de période sans accès aux téléphones intelligents, à Internet ou aux médias sociaux. Cette réalité a rendu les changements dans la prestation des programmes plus facile, malgré certains défis au plus fort de la pandémie de COVID-19.
En personne – Les étudiants se présentent sur le campus pour tous les cours, laboratoires, etc.
Une étude récente du Conseil ontarien sur la qualité de l’enseignement supérieur, intitulée Ontario Learning During the COVID-19 Pandemic: Experiences of Ontario First-year Postsecondary Students in 2020-21, a révélé que de nombreux étudiants, en particulier les étudiants à faible revenu, ont exprimé leur intérêt ou leur préférence pour des cours en ligne ou hybrides pour leurs programmes à l’avenir. Ce point est important si l’on considère l’investissement que les établissements postsecondaires ont fait en matière d’apprentissage virtuel. Les collèges continuent d’évaluer et de s’ajuster À l’automne 2022 et au-delà, les collèges continueront à évaluer et à s’adapter pour répondre aux besoins des corps étudiants et du personnel. « Nous aimerions continuer à livrer certains de nos programmes avec un modèle d’apprentissage flexible. Nous continuerons à évaluer les décisions relatives à ces programmes en examinant de près les mesures de réussite des étudiants. Nous voulons déterminer la meilleure façon de continuer à soutenir la flexibilité et l’accessibilité par une approche plus virtuelle », a déclaré Mme Gouveia. Le soutien aux corps étudiant et enseignant est un élément important de la réussite dans le monde hybride d’aujourd’hui. Et pour les étudiants en situation de handicap qui ont eu de la difficulté à s’adapter à l’apprentissage en ligne, le soutien est crucial. Alison De Luisa, vice-présidente des ressources humaines et des services aux étudiants du Collège Cambrian, explique : « Nous disposons du Centre pour l’accessibilité, le counseling et le bien-être Glenn Crombie. Ce centre fournissait du soutien à l’apprentissage avant la pandémie, et la charge de travail n’a qu’augmenté pendant la COVID-19. Une personne spécialiste en matière d’appareils et de méthodes d’assistance à l’interne a travaillé très dur avec les étudiants qui avaient besoin d’aménagements spéciaux impliquant une technologie d’adaptation. »
En ligne – Les étudiants apprennent à distance et ne sont pas obligés de venir sur le campus. Le temps passé en ligne avec le professeur peut être à horaire fixe ou non, ce qui signifie que l’apprentissage est indépendant.
Tout au long de la pandémie, les collèges ont organisé des journées portes ouvertes virtuelles et interactives, accueillant des intéressés du monde entier. Ainsi, des gens qui n’auraient pas pu se rendre sur le campus ont pu assister à une journée portes ouvertes ou à une visite du campus. N’oublions pas qu’en réduisant les déplacements en personne, ce type d’événements contribue également à réduire l’empreinte carbone des étudiants.
Nous avons constaté un nombre record d’inscriptions au Collège Seneca pendant la pandémie. Nous remarquons aussi que les programmes en ligne, hybrides et flexibles sont très populaires. Lors d’un récent sondage réalisé auprès de notre corps étudiant, la majorité a déclaré que, s’ils n’avaient qu’une seule option, ils classeraient l’apprentissage en ligne comme premier choix, suivi de l’apprentissage flexible, puis de l’apprentissage entièrement en personne, et finalement de l’apprentissage hybride. Plus de 90 % de nos étudiants ont déclaré que la flexibilité était importante ou extrêmement importante pour eux », affirme Claire Moane.
Au minimum, dans ce genre de programmes, il faut être en mesure de fournir une certaine flexibilité. Un modèle de prestation hybride pourrait être tout indiqué : la théorie serait dispensée en ligne et les laboratoires se dérouleraient sur le campus. C’est le modèle que nous avons utilisé au Collège Cambrian pendant la pandémie et nous continuerons certainement à l’évaluer comme option permanente là où la formule sera pertinente, affirme Mme Gouveia. Je pense par contre que la majorité du corps étudiant et du corps professoral préfèrent l’interaction en personne, sur le campus, parce qu’une grande partie de l’expérience collégiale vient de la communauté et de la vie sur le campus, des expériences personnelles et en temps réel. »
MODES DE PRESTATION DES PROGRAMMES
Claire Moane, doyenne des initiatives académiques au Collège Seneca, est d’accord.
Flexible – Les cours sont présentés aux étudiants dans une salle de classe ou un laboratoire et diffusés simultanément aux étudiants en ligne. Les étudiants ont le choix de venir sur place ou d’apprendre à distance.
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« Néanmoins, les étudiants veulent vraiment vivre l’expérience du campus. La grande majorité d’entre eux préfèrent l’interaction quotidienne en personne. Au printemps, nous avons organisé deux journées portes ouvertes qui ont attiré des foules. Les étudiants potentiels étaient ravis d’avoir l’occasion de venir sur le campus », a raconté Alison De Luisa. Recourir à l’éducation hybride peut offrir des opportunités supplémentaires aux collèges de l’Ontario.
« Maintenant que la plupart des restrictions liées à la COVID-19 ont été levées, nous nous attendons à revenir à une expérience coopérative plus traditionnelle. Nous travaillerons cependant aussi avec des employeurs qui veulent des stagiaires qui travaillent en ligne ou à distance, en fonction de leurs activités », a déclaré Mme Gouveia.
Au Collège Cambrian, l’accent est également mis sur le bienêtre des étudiants et du personnel. « Nous avons engagé une
Là encore, la flexibilité est essentielle : de nouveaux programmes, options et dates d’inscription peuvent aider les étudiants actuels et potentiels à choisir leur avenir. « Même pendant la pandémie, nous avons introduit de nouveaux programmes, à raison d’au moins deux par an. Les programmes euxmêmes étaient nouveaux, et leur type aussi. Nous avons introduit de nouveaux microcrédits et des certificats d’études supérieures qui s’adressent en particulier aux personnes qui possèdent déjà un diplôme d’études supérieures ou universitaires ou de l’expérience dans leur domaine. Ils s’adressent aux professionnels ou aux étudiants non directs qui souhaitent se perfectionner pour progresser dans leur carrière actuelle ou pour entamer un nouveau cheminement, explique Mme Gouveia. Nous avons également accéléré notre évolution vers un collège ouvert toute l’année. Au cours des trois dernières années, nous avons accueilli de nouveaux étudiants aux mois de novembre, mars et juillet, en plus des rentrées traditionnelles aux mois de septembre, janvier et mai. Nous faisons cela parce que de nombreux étudiants, comme les étudiants non directs ou internationaux, ne veulent pas attendre le mois de septembre ou le mois de janvier pour commencer leur parcours collégial.
« Autrefois, nous étions connus comme un collège communautaire et nous n’étions autorisés à recruter que dans notre communauté locale. Cette époque est révolue depuis longtemps. Nous sommes désormais un collège mondial. Nos étudiants sont originaires d’une cinquantaine de pays, et les étudiants internationaux représentent environ 25 % de notre population étudiante. Nous continuons également à attirer des étudiants d’autres régions de l’Ontario et du Canada », a déclaré Mme Gouveia.
Changements en cours pour le personnel et les programmes coopératifs
Rester compétitif grâce à de nouvelles options Lorsqu’on lui a demandé s’il était difficile de faire face à la concurrence mondiale des autres collèges d’un point de vue académique, Paula Gouveia, Ph.D., a répondu : « Je dirais que la concurrence est aussi féroce qu’elle ne l’a jamais été. On entend des histoires d’une baisse des inscriptions dans les écoles secondaires publiques en raison du vieillissement de la population canadienne, suggérant qu’il y aura moins d’étudiants "nationaux" que par le passé. »
« Actuellement, tous les membres du personnel sont censés être sur le campus. Nous avons élaboré une politique et un processus permettant au personnel de demander une entente de télétravail, à condition que leur description de poste et le service fourni répondent aux critères d’une entente de télétravail. Le processus de demande est en cours. Nous prévoyons que les ententes de télétravail commenceront à temps pour le semestre d’automne, au mois de septembre », a expliqué Mme De Luisa. Grâce à la plus grande ouverture aux possibilités de télétravail engendrée par la pandémie, les programmes d’enseignement coopératif pourraient également continuer à offrir une expérience plus flexible cet automne et au-delà.
La concurrence mondiale devient une réalité.
coordonnatrice du bien-être à temps plein qui a mis sur pied une équipe bénévole de bien-être constituée de membres du personnel et d’étudiants qui proposent des initiatives de bien-être toute l’année. Nous pensons que le bien-être est essentiel à une expérience universitaire réussie, pour le personnel comme pour les étudiants », affirme Alison De Luisa. À compter d’avril 2022, les collèges publics de l’Ontario pourront élaborer de nouveaux programmes d’études de trois ans et des programmes d’études supplémentaires de quatre ans dans des secteurs clés (comme le secteur de l’automobile) afin de combler les lacunes en matière de main-d’œuvre dans la province. Cet élargissement de l’offre contribuera à améliorer l’accès à l’éducation pour les étudiants des petites communautés et des zones rurales, ce qui leur permettra d’obtenir un diplôme plus tôt et d’entrer plus rapidement dans la vie active. La province indique qu’elle prévoit que ces nouveaux programmes accepteront des étudiants à compter de l’automne 2023. Le Canada compte plus de 200 collèges publics, dont 24 en Ontario. En comparaison, les États-Unis comptent plus de 1 600 collèges publics.
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à un événement tel qu’une pandémie mondiale et qu’ils ont démontré le potentiel de l’enseignement flexible et hybride, à quoi l’avenir « Nous pensons que les étudiants continueront à rechercher la flexibilité nécessaire pour choisir des cours et des programmes qui correspondent à leur mode de vie et à leurs objectifs à long terme.
Le Collège Seneca augmente également son offre de microcrédits, de certificats pour diplômés et cadres, ainsi que d’autres programmes à court terme en réponse à la demande de formation et de recyclage rapides, explique Claire Moane. Tout comme nos étudiants, notre personnel recherche une combinaison de travail en personne et à distance. Le Collège Seneca s’est engagé à offrir une approche flexible en matière de travail. Cela permet également de répondre efficacement aux besoins des étudiants. Nous espérons que cela nous aidera à attirer et à retenir la crème de la crème, même dans un marché d’embauche difficile. »
Crédit photo : Seneca 15www.ocasa.on.ca | College Administrator
Les modalités de télétravail dans les collèges continueront probablement à évoluer au cours de la prochaine année universitaire et feront l’objet d’une réévaluation.
Un plus grand nombre d’enseignants sera embauché et formé pour enseigner selon différents modes, et nous continuerons à demander l’avis des étudiants et à surveiller les tendances en matière d’inscription.
“This is a new program and it might sound somewhat niche,” said Stodolak, “but to see this level of support really is a strong example of breaking some of the stigmas surrounding this industry and giving us that sense of legitimacy from the government.”
GOVERNMENTONTARIO HOPES ONLEVEL-UPTOESPORTSCAMPUS WITH SCHOLARSHIPNEW BY MARC LAGACE 16 College Administrator | Spring/Summer 2022
For those less knowledgeable about eSports, it’s an industry that has steadily grown globally over the past decade, reportedly eclipsing USD $1.1 billion in global revenues in 2021. While video games on campus used to be relegated to student dorms, more Canadian colleges are beginning to include eSports-focused offerings in their course catalogue.
Matthew Stodolak is the program coordinator for the eSports Marketing Management course offered at Seneca College. He says this investment from the provincial government is a great way to show support for newer eSports-focused programs still seeking legitimacy from the public and school administrators alike.
The Ontario Government is investing in the growing eSports industry with a scholarship available to students enrolled in programs related to video game design, development, marketing, and innovation industry. The scholarship funding was announced back in March by Jill Dunlop, Minister of Colleges and Universities, with a total of $1 million available for eligible postsecondary students over the next two years, the first round slated to be awarded for the start of the Fall 2022 semester.
“As the first province in Canada to recognize the educational value of eSports design and development in this way, we will support students who are building skills that can lead to discoveries, innovation, training opportunities and economic benefits for Ontario,” said Minister Dunlop. “This investment will help students pursue their passion and prepare for careers in the highly lucrative video games and eSports sector, and to develop transferable skills valued by employers across countless industries.”
Many graduating marketing students go work at more traditional marketing agencies, which Stodolak says is a great opportunity to learn some crucial skills, “but for those who are particularly
“They mention game design, graphic design, or marketing – every college has courses like those,” said Byrne. “With the criteria in place, basically any school with an eSports student club in place could apply for this scholarship.”
“Eventually, the varsity program served as proof to launch the academic program,” said Byrne. “With two years under our belt in 2018–19, when we were working on building the academic program, [college administrators] could see the value it was creating – the viewership, the student engagement, all of those sort of things – that helped to make it an easier sell for the academic side of things.”
“It’s early days, but I would like to believe that we’re moving towards that kind of model where we have the traditional sports dollars that draw attention and prestige to the school,” said Stodolak. “But as this generation grows up, we’re going to see a similar parallel stream of competitive sports, digitally.”
The growth of eSports on Canadian colleges can be tied in part to shifts in student life on campus over the past several decades, says Byrne. The eSports varsity program was actually born out of conversations with student union leadership who were looking for new ways to engage with students on campus and improve student life.
“This isn’t a fad and it isn’t going anywhere,” said Byrne. “Start looking at it seriously, and when you’re ready, invest in a mature way. Don’t just try and dip your toe and get away with doing the bare minimum. Try and set yourself up for success with the right foundation.”
“We have a lot of student success stories,” said Byrne. “We have students who are graduating from our programs and going on to get jobs in the industry. We have varsity players, who maybe would have never gone to school if not for the varsity program, being able to offset some of their tuition and giving them the ability to actually go to “There’sschool.”alot of good, positive things that are coming out of it, and I think those are outweighing some of those negative stereotypes that we’ve been having to battle for these first six years.”
The key to success, according to Byrne, is for schools to invest early and in legitimate ways. Schools should be prepared to hire qualified staff to manage the program and find dedicated coaches for each eSport team (as you wouldn’t hire a football coach to train your swim team).
202333www.jointphdined.orgUniversitiesFieldsOfStudyStart
Leadingathletics.thecharge for collegiate eSports in Canada is St. Clair College, the first Canadian post-secondary institution to create a varsity eSports program. Currently, there are 41 student-athletes listed on the St. Clair Saints eSports teams, competing across popular titles such as Call of Duty, Fortnite, League of Legends, Overwatch, Valorant, Rainbow Six: Siege, and Rocket League. Shawn Byrne is the eSports director at St. Clair College and travels with the varsity teams to tournaments and competitions. He admits that while he was initially excited about the scholarship, upon closer reading he became concerned that the scope of the scholarship is too broad, as “almost every school in Ontario could find a way to be eligible for [the scholarship] even without an actual eSports program.”
While it’s quite common to find gaming clubs on practically any Canadian college campus, college administrators should view eSports as a great investment opportunity beyond some new course offerings. The collegiate eSports scene is growing in North America with huge tournaments and competitions attracting millions of viewers, and we may reach the point where eSports share the same reverence on campus as football, hockey, and other traditional collegiate
Students competing on the St. Clair Saints varsity teams will get to enjoy the $23 million eSports facility built on the St. Clair South Campus in Windsor, ON. Set to open in time for the start of the fall semester, the 15,000 square-foot facility boasts a classroom and broadcast studio for the eSports Administration and Entrepreneurship program offered at the college, along with an open gaming lab, console lounge, and a large competition stage and arena Accordingspace.toByrne, the college is already seeing good returns on its investments in eSports both in terms of its viewership numbers from eSports competitions as well as student enrolment with the varsity teams attracting talent from across Canada as well as interest from international students.
interested in media, entertainment, and gaming – this really provides them that pathway to do what they love.”
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His concern is that if too many schools attempt to take advantage of the scholarship opportunities due to the broad criteria language, there may be less funding available for students genuinely interested in careers in the eSports industry. But it’s still a net positive for early adopters like St. Clair, and another recruitment tool for a school that goes above and beyond to support its eSports teams.
The growth of eSports in general shows little signs of slowing, and the time is now for Canadian colleges to gauge the interest in eSports on campus and start making investments to support where the industry is headed. Future generations of college students are already growing up in a world of professional eSports competitors to look up to, and where watching Twitch streams is a common way to spend free time.
For some schools still waiting to see if eSports is nothing more than a passing fad, Byrne says they are only setting themselves further back. “I’m telling you, we’re five years into this and it’s only growing faster and bigger,” said Byrne.
We can’t wait to see you at OCASA’s Leaders and Innovators in-person conference in Niagara Falls September 27 and 28, 2022, at the Marriott Fallsview. Increase your knowledge, advance your career, (re)connect with your peers, and have some fun. The Conference is a two-day event that provides highly relevant information, new practices and meaningful networking that is uniquely designed for you – the college administrator. For more information, and to register, visit https://ocasa.on.ca/news-events/2022-leaders-innovators/ We have a great line-up of speakers for you, including these keynotes: • Dr. Karyn Gordon. The 3 Chairs: How Great Leaders Drive Communication, Performance and Engagement • Denise Amyot. Outlook for Canada’s PSE System o CEO, Colleges and Institutes Canada • James Brown. What’s on the Horizon? New Three-Year Degrees and More o CEO, Postsecondary Quality Assurance Board • Dr. Janice Deakin. HEQCO – Outlook for 2023 o CEO, Higher Education Quality Council (HEQCO) OCASA 2022 Leaders & Innovators Conference 18 College Administrator | Spring/Summer 2022
* *Advance
SEPTEMBER 27
Speaker: James Brown: CEO, Postsecondary Quality Assurance Board Innovation and the Ontario College System
Breakfast and Networking Morning Keynote: The Three Chairs: How Great Leaders Drive Communication, Performance and Engagement
Keynote: Outlook for Canada’s PSE System
Speaker: Denise Amyot, CEO Colleges and Institutes Canada Concurrent Sessions
SEPTEMBER 28
Speaker: Dr. Karyn Gordon Concurrent Sessions
Speaker: Robert Luke, CEO, eCampusOntario Exploring Your Leadership Potential Creating a plan for career growth
Lunch and Networking Afternoon
Breakfast and Networking Morning Keynote: HEQCO Outlook for 2023
Speaker: Dr. Janice Deakin, CEO, Higher Education Quality Council Work Home Conflict, Leadership and the Pandemic: Lessons from female mid level college leaders
Dinner and Networking Evening
Speaker: Dr. Michelle Grimes, Dean, School of Business, Conestoga College
Transformative Leadership What’s on the Horizon? Trends in Leading Academic Teams
Moderated panel discussion with college leaders
Speaker: Marc Forgette, Workshop Facilitator Workshop
Speaker: Dr. Kevin Baker, Executive Dean, Durham College
Speaker: Dr. Kaleb Patrick, Director Graduate Programs, CMU
19www.ocasa.on.ca | College Administrator
Moderated panel discussion with college leaders draft subject to change
Speaker: Amorell Saunders N’Daw, Partner, and Equity, Diversity and Inclusion Lead New Trends and Best Practices in Student Development
What’s on the Horizon? New Three-Year Degrees and More
Lunch and Networking Afternoon
Transformative Leadership – What’s on the Horizon? – Trends in Leading Service, Support and Operational Teams
Cultural Appreciation vs. Cultural Appropriation
Evolution of Microcredentials
2021 Winner: Bradie Granger Academic Chair, Schools of Justice & General Studies, Cambrian College
+ × ÷ + –PREPARING STUDENTS for success in mathematics info@vretta.com Vretta.com 20 College Administrator | Spring/Summer 2022
OCASA DISTINGUISHED ADMINISTRATOR AWARD
OCASA EMERGING LEADER AWARD
The Doug Light Career Achievement Award pays tribute to an administrator within the Ontario college system who has significantly influenced college education throughout her/his career and while nominees must be administrators, their achievements may include efforts during their time as support staff or faculty. The recipient of this award has helped to shape colleges on a regional, provincial, or national level.
2021 Winner: Michelle Rao Manager, School College Partnerships, Georgian College
The Distinguished Administrator Award recognizes administrators within an Ontario college who have demonstrated distinguished administrative performance within their college, region, or sector and are contributing at a high level.
OCASA DOUG LIGHT CAREER ACHIEVEMENT AWARD
2021 Winner: Mark Savenkoff Vice President, Advancement, Algonquin College
The Emerging Leader Award seeks to recognize administrators who are newer to management (approximately five years or less) and who are positively influencing the college through their leadership. Already they have the respect of their colleagues.
21www.ocasa.on.ca |
A record number of Canadians are leaving long-held jobs or thinking about it. High resignation rates initially spurred by workers experiencing burnout and career dilemmas have delayed business recovery and restaffing efforts. After more than two years of uncertainty juggling work, home, health, and finances, many workers are motivated to reflect on their job satisfaction and evaluate their employer loyalty.
N early one million positions remain unfilled across Canada, more than double the previous year, according to Statistics Canada. The labour effects accelerated by the pandemic have left lasting impacts on Canadian workplaces.
The talent gap is widening and traditional retention strategies are an insufficient stopgap. To weather the accelerating labour shortage, retain skilled workers, and compete in the new world of work, successful employers are pursuing a holistic and long-term approach to employee wellbeing. INSPIRE LOYALTY AND RETENTION WITH MEANINGFUL EMPLOYEE-CENTRIC PROGRAMS
RECRUITING AND RETAINING TALENT IN A COMPETITIVE MARKET
By Derek W. Dobson, CEO and Plan Manager, CAAT Pension Plan
In a 2022 Microsoft Work Index study, over half of workers under age 41 in Canada and globally reported that they are thinking about leaving or switching jobs in the next 12 months. In addition, more than one in five workers are approaching retirement age, an all-time high in the history of Canadian censuses. In fact, the Boomer cohort’s exit from the labour force was cited in a statement by Statistics Canada released in April 2022 as “one of the factors behind the labour shortages facing some industries across the country.”
As workplaces continue to adjust to new working arrangements, the Great Contemplation, as it has been called in Canada, has the potential to trigger a new rush of resignations and future impacts on regrowth and sustainability. Workers are rethinking their career, workplace conditions, mental health, life goals, and financial priorities, while employers are working within the culture to mitigate attrition and maintain the workforce needed to succeed. This environment is anything but usual. Workers can now entertain offers from across the country and other sectors with fewer barriers, including the growing freelance industry, and enjoy greater power in hiring and stay negotiations. Particularly in the college sector, increased talent mobility heightens the need for leaders to invest in retaining and upskilling their existing workforce.
Comprehensive health benefits, family assistance programs, and flexible work arrangements are increasingly becoming table stakes. However, more employers are looking beyond traditional benefits and redesigning the suite of employeecentric programs to incorporate all aspects of wellbeing.Mentorship programs, continuous training, accelerated pathways to management, and secondments enable employees to advance skills at their own pace while contributing to the broader team over the long term. Professional development programs provide added value to the employee experience while upskilling workers to suit the business – a win-win for both parties. Many colleges offer these programs already for administrators and building them out to support more staff participants could help close current skills gaps. In a recent guest episode of the Contributors podcast, past-president of George Brown College Anne Sado shared how Canadian colleges are creating learning pathways to bridge the widening gaps in College Administrator
today’s workforce. She mentions the phrase “people without jobs and jobs without people” in the broader industry, yet the trend is applicable within the college sector as well as outside of it. Helping employees further improve soft and hard skills to succeed in the hybrid, hyper-digital environment will better connect jobs and people as the workplace evolves.
Military-connected students are adult learners who have significant ties to Canada’s military. This includes Regular and Reserve Force members, Veterans, Department of National Defence public servants, and their immediate family members. Military-connected students are a diverse group of learners who posses a vast amount of lived experience and skills that are highly beneficial in the pursuit of a diploma, degree, or certification.
22 College Administrator | Spring/Summer 2022
Rewarding retirement programs have long been central to the employee experience in the Ontario college sector, through CAAT Pension Plan. Today, they are an emerging differentiator for employers of choice and even more desirable to top talent who are focused on long-term financial wellness and seeking organizations that share the same values. Colleges possess this uniquely attractive and cost-effective benefit that can be tapped to drive retention and engagement.
CampusMilitary-ConnectedFramework
Inspired by various individual well-being frameworks, we have developed a model for use in higher education which addresses the real and projected needs of militaryconnected students.
About RPE Founded in 2019, Release Point Education operates with the vision of fostering academic excellence by supporting military-connected students through the provision of specialized, relevant, and credible programming.
RPE founder, Dr. Darryl Cathcart, CD darrylcathcart@releasepointeducation.cawww.releasepointeducation.ca
There is broad consensus among the majority of workers across all income levels and employers that organizations have a responsibility to offer a pension plan, so that employees can have adequate retirement income. In fact, 83% of Canadian employers who offer retirement benefits say it is extremely or very important to their recruitment, retention, and stress-reduction efforts. A plan that provides lifetime retirement income aligns with what employees want – a holistic approach to wellbeing and total rewards – and the long-term outlook that they hold. In the increasingly competitive war for talent, employees will expect more and their demands are clear: more holistic wellness programs to support their longevity and financial security. Colleges should continue to enhance and promote professional advancement and retirement programs to existing and prospective staff. Leaders can then nurture the experience and expertise within the organization, improve employee productivity and engagement, and position them as a prime destination for new talent seeking a better workplace and cultural fit.
S TUDENT M I L I T A R YCONNECTED GRADUATIONOUTREACH ,
Helping employees plan for a better future professionally and financially is a key cultural feature with symbolic and material value for employees and employers alike. Externally, colleges possess many attractive features to the changing workforce. Now is the prime time to highlight these benefits and showcase to top talent that Ontario colleges are built to meet their needs and help them thrive in the new world of work. Want to keep up with updates from the Plan? Follow us on Facebook. COMMUNITY COMMUNITY RETENTION, I C
Exceeding 11 consecutive years of funding growth in spite of high inflation and market volatility, a secure pension plan, like CAAT, that delivers predictable income for life, with inflation enhancements and no-cost survivor benefits, is more valuable and assuring than ever. The Plan’s 78,000 members can expect to receive more than twice the benefit per contribution dollar compared to those who have a defined contribution plan (DC) or an RRSP. They can enjoy peace of mind when it matters most knowing that their retirement security is backed by healthy reserves and pension management experts.
PORGANIZATIONS ARTNERED
MILITARY SERVICES
FADMINISTRATION ACULTY,STAFF, SUPPO R TACADEM
At the heart of this initiative is the recognition that military-connected learners may face contextual challenges in the pursuit of postsecondary education. To better realize education-related goals and post-military transition success, RPE implements a tailorable academic and social support framework for military-connected students.
A military-connected campus comprises a synchronization of efforts between the strategic, operational, and individual levels of the institution, which contributes to the academic and social well-being of military-connected students.
Let’s Contact:collaborate.
Cet environnement est tout sauf habituel.
Un nombre record de Canadiens quittent un emploi de longue date ou y réfléchissent. Les taux de démission élevés, initialement provoqués par l’épuisement professionnel et les dilemmes professionnels, ont retardé la reprise des activités et le redémarrage des entreprises. Après plus de deux ans d’incertitude à jongler entre le travail, la maison, la santé et les finances, de nombreux travailleurs se demandent de plus en plus s’ils sont satisfaits au travail et réévaluent leur loyauté envers leur employeur.
Par Derek W. Dobson, chef de la direction et gestionnaire du Régime de retraite des CAAT College Administrator
P rès d’un million de postes demeurent vacants au Canada, soit plus du double de l’année précédente, selon Statistique Canada. Les effets de la pandémie sur la main-d’œuvre ont eu des répercussions durables sur les milieux de travail canadiens. Dans une étude sur l’indice de travail de Microsoft de 2022, plus de la moitié des travailleurs âgés de moins de 41 ans au Canada et dans le monde ont indiqué qu’ils songent à démissionner ou à changer d’emploi au cours des 12 prochains mois. De plus, plus d’un travailleur sur cinq approche de l’âge de la retraite, un sommet historique dans l’histoire des recensements canadiens. En fait, la sortie de la cohorte des baby-boomers de la population active a été citée dans un communiqué de Statistique Canada publiée en avril 2022 comme « l’un des facteurs à l’origine des pénuries de main-d’œuvre auxquelles font face certaines industries au pays ».
Les travailleurs peuvent maintenant recevoir des offres de partout au pays et d’autres secteurs où les obstacles sont moins nombreux, notamment dans l’industrie des pigistes en pleine croissance. Ils jouissent également d’un plus grand pouvoir dans les négociations d’embauche et de maintien en poste. Dans le secteur collégial, en particulier, la mobilité accrue des talents accroît la nécessité pour les dirigeants d’investir dans la fidélisation et le perfectionnement de leur main-d’œuvre existante.
RECRUTER ET FIDÉLISER LES MEILLEURS TALENTS DANS UN MARCHÉ COMPÉTITIF
L’écart de talents se creuse et les stratégies traditionnelles de fidélisation des employés sont insuffisantes. Pour faire face à l’accélération de la pénurie de main-d’œuvre, retenir les travailleurs qualifiés et soutenir
À mesure que les milieux de travail continuent de s’adapter aux nouvelles modalités de travail, la Grande contemplation, comme on l’a appelée au Canada, pourrait déclencher une nouvelle vague de démissions et des répercussions futures sur la reprise économique et la durabilité. Les travailleurs repensent leur carrière, leurs conditions de travail, leur santé mentale, leurs objectifs de vie et leurs priorités financières, tandis que les employeurs s’efforcent, dans le cadre de la culture, d’atténuer l’attrition et de maintenir l’effectif nécessaire pour réussir.
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En fait, 83 % des employeurs canadiens qui offrent des prestations de retraite disent que c’est extrêmement ou très important pour leurs efforts de recrutement, de fidélisation et de réduction du stress. Un régime qui offre un revenu de retraite viager s’inscrit dans leur perspective à long terme et correspond à ce que les employés recherchent (à savoir une approche holistique du bien-être et un programme de rémunération globale).
Dans la guerre de plus en plus féroce pour attirer les talents, les employés s’attendront à plus et leurs demandes sont claires : plus de programmes de bien-être holistiques pour soutenir leur longévité et leur sécurité financière. Les collèges devraient continuer à améliorer et à promouvoir les programmes d’avancement professionnel et de retraite auprès du personnel existant et futur. Les dirigeants peuvent alors enrichir l’expérience et l’expertise au sein de leur organisation, améliorer la productivité et l’engagement des employés, et positionner leur entreprise comme une destination de choix pour les nouveaux talents à la recherche d’un meilleur milieu de travail et d’une meilleure adéquation culturelle.Aiderles employés à planifier un avenir meilleur sur les plans professionnel et financier est une caractéristique culturelle clé qui a une valeur symbolique et matérielle pour les employés et les employeurs. À l’externe, les collèges possèdent de nombreuses caractéristiques attrayantes pour la maind’œuvre en évolution. C’est le moment idéal pour souligner ces avantages et montrer aux meilleurs talents que les collèges de l’Ontario sont conçus pour répondre à leurs besoins et les aider à s’épanouir dans le nouveau monde du travail. Souhaitez-vous être informé des activités du Régime? Suiveznous sur Facebook.
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Les programmes de mentorat, la formation continue, les voies accélérées vers les postes de direction et les détachements de personnel permettent aux employés d’améliorer leurs compétences à leur propre rythme tout en contribuant à l’ensemble de l’équipe sur le long terme. Les programmes de développement professionnel apportent une valeur ajoutée à l’expérience de l’employé tout en améliorant les compétences des travailleurs en fonction des besoins de l’entreprise, une situation avantageuse pour tous. De nombreux collèges offrent déjà des programmes similaires pour les administrateurs, et les développer pour soutenir davantage de participants au sein du personnel pourrait aider à combler les lacunes actuelles en matière de Danscompétences.unrécent épisode du balado
Les prestations de santé complètes, les programmes d’aide à la famille et les modalités de travail flexibles deviennent des enjeux essentiels. Cependant, de plus en plus d’employeurs regardent au-delà des avantages traditionnels et réinventent l’ensemble des programmes centrés sur l’employé pour y intégrer différents aspects liés au bien-être.
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Après plus de 11 années consécutives de croissance de la capitalisation malgré une inflation élevée et des marchés volatils, un régime de retraite sûr, comme le Régime des CAAT, qui offre un revenu prévisible à vie, des augmentations à titre de protection contre l’inflation ainsi que des prestations de survivant sans frais, est plus précieux et rassurant que jamais. Les 78 000 participants au Régime peuvent s’attendre à recevoir plus du double des prestations par dollar de cotisation par rapport aux participants à un régime à cotisations déterminées (CD) ou à un REER. Ils peuvent dormir sur leurs deux oreilles, sachant que leur revenu de retraite est géré par des spécialistes des retraites et garanti par des réserves de financement saines. La majorité des employeurs et des travailleurs, tous niveaux de revenus confondus, s’accordent à dire que les organisations ont la responsabilité d’offrir un régime de retraite, afin que les employés puissent disposer d’un revenu de retraite adéquat.
Les programmes de retraite gratifiants sont depuis longtemps au cœur de l’expérience des employés du secteur collégial de l’Ontario par l’intermédiaire du Régime des CAAT. Aujourd’hui, ils constituent un nouvel élément de différenciation pour les employeurs de choix et sont encore plus désirables pour les meilleurs talents qui se préoccupent de leur bien-être financier à long terme et recherchent des organisations qui partagent leurs valeurs. Les collèges possèdent cet avantage unique, attrayant et rentable, qui peut être utilisé pour stimuler la fidélisation et l’engagement des employés.
Contributors, l’ancienne présidente du Collège George Brown, Anne Sado, a expliqué comment les collèges canadiens créent des parcours d’apprentissage pour combler les lacunes croissantes de la main-d’œuvre actuelle. Elle utilise l’expression « personnes sans emploi et emplois sans personnes » dans le monde du travail, mais la tendance est applicable au secteur des collèges et autres. Aider les employés à améliorer leurs compétences générales et spécifiques pour réussir dans un environnement hybride et de plus en plus numérique permettra d’orienter les travailleurs vers les bons emplois à mesure que le milieu de travail évolue.
l’engagement des employés. » la concurrence dans le nouveau monde du travail, les employeurs prospères adoptent une approche holistique et à long terme du bien-être des employés. LA LOYAUTÉ GRÂCE À DES PROGRAMMES PERTINENTS AXÉS SUR LES EMPLOYÉS
KEYR&D
The latest federal budget, announced in April 2022, promised financial support to help keep Canada from falling behind other peer nations like the US and the UK when it comes to funding research.
However,partnerships.theCanadian Association of University Teachers (CAUT) gave the 2022 federal budget a failing mark for doing little to ensure equitable and affordable access to post-secondary education and towards creating quality jobs in colleges and universities over the long term. CAUT recommends a national post-secondary education strategy that includes a minimum of $3 billion in direct federal funding.
Increasing investments in this sector is critical to ensuring colleges can continue to develop a highly skilled and adaptable workforce, strengthen industries, businesses and communities, and drive ground-breaking innovation, all while helping to restore Ontario’s competitive economy. Applied research taking place at colleges is key to advancing innovation. And college-industry collaborations give Canadian businesses access to the knowledge, skills, and equipment they need to stay ahead.
BY MONIQUE DOYLE, MANAGING EDITOR Photo credit: Seneca THEMORE TO 25www.ocasa.on.ca | College Administrator
Applied research is a major focus for Ontario colleges and prioritizing R&D funding would help colleges maintain a competitive edge in attracting both students, staff, and building other partnerships.
He added: “We are hopeful that it will help us build on Seneca’s focus areas, which have also been prioritized by our partners. These include AI technology, health and social innovation, and life sciences.”
BENEFITS TO COLLEGES AND TO ONTARIO’S ECONOMY
COMPETITION IS FIERCE for research and development funding. It has been more than five years since a Liberal-commissioned scientific advisory panel delivered a report on how to boost that funding, which had slowly been declining over the previous 15 years. In its final report released in mid-March 2022, the committee recommended $120 million more on a recurring basis for student scholarships, $40 million more annually to expand research capacity at colleges, and expand publicly-funded intellectual property to maximize the benefits of COVID-related research. How will this boost help colleges attract both quality staff and nurture talented students?
According to Colleges and Institutes Canada, Budget 2022 will provide more than $385 million over five years and help colleges strengthen research
Ontario colleges like Seneca, a leader in applied research, say that this type of funding provides clear benefits for students, faculty, and industry“Throughpartners.Colleges and Institutes Canada, we have asked the federal government for $40 million per year to help colleges, institutes, and polytechnics participate more effectively in the innovation ecosystem. This money could provide us with stable operations, enabling us to better plan and prepare for the long term. We could then facilitate new partnerships, which are often with small- and medium-sized enterprises (SMEs) that may not have the resources to conduct scientific research on their own,” explained Ben Rogers, Dean, Seneca Innovation.
“Applied research provides students with experiential learning opportunities. We hire hundreds of student research assistants to work on projects in collaboration with faculty and industry partners; this brings them invaluable experience in industrial research before they graduate. Increased funding will lead to more applied research partnerships and more opportunities for students. Applied research partnerships also lead to successes for SMEs and wins for Canada’s prosperity, too. International students are more likely to stay here after completing their education if there are more successful, innovative businesses providing employment opportunities,” explained Ben Rogers. Ontario’s colleges continue to be leaders in technology and workforce development, preparing students for success in cutting-edge careers now and into the future. And with many college courses now offering innovation and entrepreneurial components, students benefit from participating in ground-breaking research and innovation projects.
As colleges expand their collective universes to attract talented faculty and students, one Ontario college is boldly growing where no one has grown before in support of innovation in applied research.
BY TAMMY MARLOWE JOHNSON
“When Royal Development Group mentioned their vision, it was a project that I thought was pretty exciting and something I could see in the future –especially as we advance into the space era for humans,” said Josh Powells, head investigator on the project, who has a PhD in plant molecular biology.
The applied research project is being conducted with Royal Development Group (RDG), a Canadian company that provides clients with research knowledge and portfolio strategy in commercialization of products in space.
“From a biological perspective, it truly is an amazing plant – it’s very active, it grows rapidly, you can use it as a textile source. Hemp has been used by human societies for over 12,000 years. It’s something that I think we should invest a lot more into as an agricultural industry.”
GROW…BOLDLY TO 26 College Administrator | Spring/Summer 2022
In April 2022, the Centre for Natural Products and Medical Cannabis at Loyalist College received two Mitacs Accelerate funding awards to investigate the feasibility of growing cannabis/hemp on the International Space Station.
In 2017, Loyalist College became one of the first educational institutions in the country to receive approval from Health Canada for a Controlled Drugs and Substances Licence for the purpose of research and analysis using medical cannabis.
“This is remarkable recognition for our exceptional team of students, faculty, staff and industry partners working with the Applied Research and Innovation Office, and demonstrates how being small gives us the power to do big things,” Dr. Ann Marie Vaughan, Loyalist College President and CEO, said at the announcement of the accolades in January.
“We may be small, but it doesn’t mean we can’t be making really big impacts nationally. We leverage those small things to do really amazing things.”
The college also has a shorter, three-week Cannabis Career Launch program that connects students looking for work directly to the sector, including industry placement.
For staff and researchers with the Centre for Natural Products and Medical Cannabis, having the support of Loyalist College to explore divergent thinking with industry partners is the very definition of innovation.“WhenIthink of innovation, I think about it really being about thinking outside the box and being creative,” said Kelly.
“Innovation is not having boundaries… It is the uninvestigated, the implementation of a novel exercise,” added advancement officer Karly Beard. “We often talk about being small to do big things.
To reach administrative professionals in Ontario colleges through College Administrator magazine and its targeted readership, contact Jeff Kutny to discuss your company’s promotional plans. Jeff Kutny, Marketing Manager jeff@kelman.ca | 866-985-9789 administratorcollegeNeweSportsScholarshipToBoldlyGrowadministratorcollegeinside The professional journal for Ontario college administrators Vol. 17 No. 1 Spring 2022
Carly Kelly, Loyalist’s manager of the Centre for Natural Products and Medical Cannabis, said the mid-size Belleville, ON, college saw the potential to be on the leading edge of research and development with the versatile product – and to leverage the opportunity to attract uniquely skilled faculty and staff.
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“Loyalist’s rise in research rankings puts us on the national stage as a leader in natural products, which is why we have become a destination for businesses as they scale and compete in the global market.”
Powells said Loyalist’s connection to the flourishing Canadian cannabis industry is a big draw for staff and students.
“We were very industry responsive when the legalization was coming through, and we were the first college to receive our Health Canada licence. We were responsive to that industry need,” Kelly said. “I think that has allowed us a niche that we have been able to actively attract students. It fits very well with the Loyalist strategic plan: to position ourselves as a national leader in applied research in Canada in order to be able to offer students a more In addition to the new research studying the feasibility of growing hemp in space, Loyalist’s Centre for Natural Products and Medical Cannabis also offers a one-year course in Cannabis Applied Science for those who want to enter the job market in the
HYBRIDEDUCATIONCHANGESTHEGAME
“We get to hire students straight into the research side of this industry,” he said. “We have a pool of talented students and graduates and we bring them on into the research lab and directly link them to industry experts.”
Research Infosource said Loyalist’s surge in funding over the last year empowered the College to enhance its state-of-the-art facilities, equipment, and instrumentation, accelerating the growth and expansion of the College’s research capacity in natural products, applied biotechnology, and genomics.
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These innovative programs, as well as others on campus, earned Loyalist a spot as one of Canada’s Top 50 Research Colleges for 2022 (Research Infosource, Inc.).
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