Author: Tourism HR Canada

Tourism HR Canada congratulates CGLCC, Canada’s LGBT+ Chamber of Commerce, on its receipt of this year’s Outstanding Contribution to Advancing Progressive HR Practices Award.

This prestigious award is granted to individuals, organizations, and employers with more than a decade of leadership in advancing human resource management practices that foster authentic, quality service and contributing to Canada’s ability to compete globally.

Established in 2003, the organization has a long history of supporting diversity by linking LGBT+ businesses to the wider business community and by providing resources to businesses looking to attract LGBT+ clientele and offer a welcoming workplace for LGBT+ employees.

To help LGBT+ entrepreneurs thrive, it offers:

  • Access – by building relationships between the LGBT+ business community and the corporate world, and by educating LGBT+ businesses about policies, regulations, and opportunities
  • Engagement – by being an advocate for LGBT+ businesses and supplier diversity, while providing a forum for people to meet and exchange information
  • Visibility – through its regular workshops, webinars, and events
  • Support – through its training, mentoring, supplier diversity, and global programs.

In the spring of 2019, Tourism HR Canada partnered with CGLCC to support the growth and promotion of Canada’s LGBT+ tourism market. CGLCC delivered a series of diversity training workshops across the country. LGBT+ Inclusion Training for the Tourism Industry enhanced the market-readiness of Canada’s tourism businesses, both from the perspective as a destination for visitors and for employees.

Diversity Training SessionThe 13 workshops guided tourism business owners and staff through best practices to make LGBT+ customers and staff feel welcome and accepted, and served in a way that exceeds their expectations. Additional online training covered inclusion in the workplace, including federal and jurisdictional legislation. Topics ranged from the impact of homophobia, transphobia, and heterosexism, to the importance of safe space, and facilitators provided strategies and opportunities to put learning into practice.

“CGLCC is honoured to receive this award,” said Darrell Schuurman, CGLCC co-founder and CEO. “LGBT+ tourism contributes significantly to the economic impact of Canada’s tourism industry. As an organization that is focused on supporting social change for the LGBT+ community through business, our LGBT+ Inclusion Training for the Tourism Industry is built to ensure that Canada’s tourism industry is ready to welcome the LGBT+ traveller, and to provide those visitors the service and experiences they are looking for.”

LGBT+ Inclusion Training for the Tourism Industry was first developed in consultation with the tourism industry in 2005. Over 1,000 tourism stakeholders from Halifax to Victoria to Whitehorse have since learned to create inclusive workplaces and deliver welcoming visitor experiences. The program has evolved over the years, and now includes online and in-person components, available in both English and French.

Participants have provided rave reviews of the content and the facilitators; one participant cited how the training was “invaluable in envisioning how to make my community more inclusive”, while another expressed that the workshop helped “understand the issues that affect the LGBT+ community and how to approach them at an everyday level (personal/work/public)”.

“Our organization is proud to acknowledge the significant contributions CGLCC has made to the diversity of our tourism sector,” stated Tourism HR Canada President & CEO Philip Mondor. “Their vision and leadership have ensured employers across the country can access hands-on resources that enhance our ability to provide an open, welcoming environment for visitors and staff alike.”

Multiple regions expressed interest in hosting the program in the future. Tourism HR Canada is delighted to advise that federal funding from the new Canadian Experiences Fund targets inclusiveness and will help expand the reach of this programming.

Subscribe to Tourism HR Insider to be the first to hear of upcoming opportunities to partake in LGBT+ Inclusion Training for the Tourism Industry.

As part of its efforts to foster growth and innovation in tourism, Tourism HR Canada is delighted to sponsor the Master’s Researcher Award, coordinated by the Tourism and Travel Research Association – Canada Chapter (TTRA Canada).

This award is to encourage and recognize excellence in—and the usefulness of—research on travel and tourism at the Master’s level.

With a founding objective of conducting comprehensive, timely research to inform policy and personnel decisions, Tourism HR Canada looks forward to supporting inventive studies that help shape a globally competitive, sustainable tourism sector.

The winning student will receive a $1,000 cash award, complimentary TTRA Canada conference registration, and up to $1,000 towards travel and accommodation (based on submitted receipts) from TTRA Canada. For group submissions, only one student will receive funding to attend the conference and present a summary of the work.

Eligibility: Work completed as a Master’s student or post-graduate student while enrolled at a Canadian institution between May 31st, 2018, and June 1st, 2019, will be considered.

Requirements: Eligible students must submit:

  • A one-page cover letter that outlines the role of the study author(s) and a description of the student applicant’s previous involvement in tourism (academic or industry), as well as their future career goals.
  • A 500-word abstract that clearly describes the rationale, methods, and results of the research study.
  • An original electronic version of the completed research study in PDF format. The theses or research report may be in English or French. All authors’ names and their academic institution must be redacted from the study to facilitated blind review of the submission. Multiple authors may have contributed to a research report, and they may be all awarded the Tourism HR Canada Master’s Researcher Award, but only one student will be funded for travel to the annual TTRA Canada conference.
  • If multiple authors have contributed to a research report, all authors should sign a brief statement that outlines which author is the “official submitter” (i.e., the individual who will travel to the conference if the report wins the reward).

Criteria: The papers will be judged by a review committee consisting of members of TTRA Canada and of Tourism HR Canada. The review committee will examine and judge the submissions based on the quality of research, creativity of approach, relationship to travel and tourism, usefulness and applicability, and quality of presentation.

TTRA Canada also offers the Gordon Taylor Award for Undergraduate Research, sponsored by Ryerson University’s Ted Rogers School of Hospitality and Tourism Management.

This award recognizes an interest and potential for excellence in tourism studies and encourages undergraduate students to pursue research excellence through employment in industry and/or graduate studies.

The winning student will receive a $1,000 cash award, complimentary TTRA Canada conference registration, and up to $1,000 towards travel and accommodation (based on submitted receipts) from TTRA Canada.

The deadline for submissions for both awards is June 30th, 2019.

Submissions and questions should be directed to:

Frederic Dimanche, Ph.D.
Chair, TTRA Canada Awards Sub-committee
Director, Ted Rogers School of Hospitality and Tourism Management
Ryerson University
Phone: (416) 979-5117

The Travel and Tourism Research Association (TTRA) Canada Chapter hosts its annual conference this year from September 18-20 in Saskatoon, Saskatchewan.

Moving Forward, this year’s conference theme, invites tourism researchers to be forward thinkers—to rediscover Canada’s tourism industry through various lenses that acknowledge the past while providing guidance for our future. Moving Forward calls for impactful tourist experiences across various niche tourism markets, bringing destinations to life and providing tourists with unforgettable travel experiences.

Tourism researchers, students, and other stakeholders may now submit presentations, papers, workshops, and student posters on the theme or on other relevant, timely topics. Accepted submissions will be eligible for one of three non-monetary awards for best paper (refereed abstracts), best presentation (non-refereed), and best student poster/presentation.

Submissions should highlight the path ahead, focusing on new ways of thinking about tourism in order to capitalize on emerging technologies, methodologies, and societal changes. The themes addressing the scope of this year’s conference include, but are not limited to, the following areas:

  • Cultural, heritage, indigenous tourism research
  • Emerging methods – innovative research methodologies
  • Bridging the gap between academic and practitioner
  • Product development
  • Visitor experience
  • Culinary tourism

The deadline for submissions is June 14, 2019. Visit TTRA’s website for more information.

(seasonally unadjusted)

In May 2019, the unemployment rate1 in the tourism sector was at 5.4%, which is 0.9% higher than the rate reported in May 2018, but lower than the previous month (April 2019), when the unemployment rate stood at 5.5%.

At 5.4%, tourism’s unemployment rate was below Canada’s seasonally unadjusted unemployment rate of 5.5%.

The Accommodations and Transportation industry groups reported lower unemployment rates than the same month last year (Table 1).

On a provincial basis, tourism unemployment rates ranged from 2.9% in Saskatchewan to 12.2% in Newfoundland and Labrador.

The seasonally unadjusted unemployment rates for tourism in British Columbia, Alberta, Saskatchewan, New Brunswick, and Newfoundland and Labrador were below the rates reported for the provincial economy (Figure 1).

Tourism employment comprised 11.2% of the total Canadian labour force for the month of May.

Table 1 – Employment Rate by Tourism Industry Group – May 2018/2019
Tourism Industry Group2 Unemployment Rate –
May 2018
Unemployment Rate –
May 2019
Tourism 4.5% 5.4%
Accommodations 6.5% 5.7%
Food and Beverage 4.8% 5.1%
Recreation and Entertainment 5.2% 8.7%
Transportation 2.2% 1.9%
Travel Services N/A 2.7%
Figure 1 – Tourism Sector vs. Total Labour Force Unemployment Rates by Province (Seasonally Unadjusted)

1 To determine unemployment rates, industrial (NAICS) classifications are based on the most recent job held within the past year, and are self-identified by the respondent. Unemployed persons are those who, during the reference period, were available for work but were on temporary layoff, were without work, or were to start a new job within four weeks.

2 As defined by the Canadian Tourism Satellite Account. The NAICS industries included in the tourism sector are those that would cease to exist or operate at a significantly reduced level of activity as a direct result of an absence of tourism. Source: Statistics Canada Labour Force Survey, customized tabulations. Based on data for the week ending May 18, 2019.


Living Water Resorts Receives HR Award
(L to R) Warren Smith – Executive Vice President; Larry Law – Owner/CEO; Donald Buckle – Vice President of Resort Operations; Matt Pearson – Director of Human Resources

Tourism HR Canada is delighted to honour a leader in positive human resource practices. Living Water Resorts accepted our Distinguished HR Service Award, presented as part of Canada’s Tourism Week.

The Collingwood, Ontario, property has a long history of valuing its staff and implementing progressive, supportive HR policies.

In early February, it demonstrated leadership and compassion when faced with a shocking situation. As detailed in Canadian Lodging News and other media, an OPP investigation revealed that Mexican cleaners whom Living Water Resorts had hired via a temporary employment agency were in fact victims of human trafficking. Promised jobs and education, the individuals were living in substandard housing, 30 or more to a house, and sleeping on mattresses. The end of each month saw them with only $50 in pay. Living Water Resorts had been paying the agency a fair rate and trusted that the workers were receiving their share, let alone were being treated with dignity and humanity.

Guided by Living Water Resorts’ Larry Law, CEO and Founder, Warren Smith, Executive Vice President, and Donald Buckle, VP of Resort Operations and General Manager, the resort launched what would become a coordinated community effort to assist the victims.

“On behalf of our servant leadership team and staff at Living Water Resorts and the local caring community, we are humbled to receive Tourism HR Canada’s Distinguished HR Service Award for doing the right thing and helping the Mexican trafficking victims,” said Larry Law, CEO and Founder. “We were sad that they were being treated as slaves. Our focus was simply to help. We never imagined receiving an award for helping these victims. We are very proud to join the past award recipients who have demonstrated leadership that contributes to economic and social benefits for workers and the Canadian tourism sector.”

Caring & Fun Service in a Joyful Community

Living Water Resorts is committed to providing a caring and fun community for each of its valued guests, vacation members, and staff. By delivering caring customer service in a comfortable and joyful environment, the property ensures its guests will create wonderful memories of the moments that matter.

The resort is committed to Business as a Mission. Through a shared commitment to caring and fun, the business is a platform for promoting compassion, inspiring each other to live out meaningful lives, and striving for excellence in serving guests, staff, the community, and beyond.

Its leaders are dedicated to being “servant leaders” to ensure staff members find fulfilment and inspiration at work. They believe the care and support staff receive enrich their attitudes and create a positive influence on the company and wider community. Their wish is for staff members to see themselves as “not only cutting stones, or simply earning wages, but helping to build a cathedral”.

Consistent with its strong beliefs, Living Water Resorts has initiated a range of programs and services.

Staff-focused initiatives include:

  • Periodic wellness seminars on such topics as parenting, healthy lifestyles, and relationship building
  • Company Chaplains to provide personal coaching
  • Personal growth groups
  • Annual Amazing Race for team building and for getting to know the local community better
  • Social events, such as golfing for team building, bi-monthly anniversary luncheons, and staff appreciation dinners
  • A Caring Fund for staff with unanticipated, urgent financial needs
  • Fund-matching initiatives to support staff charity work in response to local needs or global disaster-relief projects

Local (and broader) community initiatives include corporate donations, sponsorships, and events supporting:

  • The local library, hospitals, schools, and churches
  • Habitat for Humanity
  • Educational initiatives, such as after-school projects and a local history project for high-school students
  • Scholarship programs for Georgian College and Tyndale University
  • The annual Leadercast Conference
  • Local community events, such as the Civic Leader Prayers Breakfast
  • Families in need by partnering with local churches to offer Christmas dinners

“In the absence of action and response, words and vision are meaningless.”

Upon learning of the plight of the human trafficking victims, Living Waters Resorts was given the opportunity to validate that its long-time commitment to “Business as a Mission” was more than just words.

Larry Law shared his thoughts: “As a Christian businessman, I felt for them. For many years, we have been saying our work is business as a mission, work with a purpose. Today we now understand the larger vision of our purpose and what God has been creating for us.”

After Don Buckle spoke with victim services officials about the immediate challenges facing the 43 workers, Larry put his resorts’ words into action.

“I said, we will take them all. We wanted to jump in and help, knowing we would be giving them a hotel room in our busy season. Then we figured out how much work we had to offer, knowing we could provide jobs, but not necessarily for all 43 workers permanently,” explained Law.

Living Water Resorts’ immediate commitment to rescuing the workers inspired widespread support from local businesses, community associations, churches, and the Living Water Resorts staff: the Collingwood Salvation Army provided free clothing; the town of Collingwood provided free bus passes for two months; Pastor Daniel Chatham of the Collingwood Journey Community Church helped assess their needs and facilitated monetary donations at several local businesses; and the local Spanish Club and a church member who had worked with a charity in Paraguay offered translation services.

One of the most humbling and nicest stories of help came from the parent of a seven-year-old boy who donated $3 from his savings because he wanted to help the Mexican workers. Truly, an inspired learning moment for the family.

Looking back on the opportunity to serve, Larry Law is immensely proud of his resort staff for embracing and supporting the victims: “When the opportunity prevailed, we stepped up to offer help. We took the priority of kindness and compassion over the business of rental income and we offered them free accommodation for 30 days.”

Two conversations illustrate and confirm the Living Water Resorts commitment as a caring resort creating moments that matter.

As Larry Law recalls: “At the welcome dinner we hosted, one man said, ‘I went to sleep as a slave and woke up as a free man.’ And just last week a Mexican worker approached me in the parking lot and said, ‘I don’t know how to say thank you well, but we do so with our good work.’”

Reflecting on those early February challenges and unhesitating actions, Larry Law is unwavering in his certitude: “By God’s grace, we, together, turned the negative to positive. People are inspired to do good deeds.”

Subscribe to Tourism HR Insider for current human resources issues and solutions delivered directly to your inbox.

Released today, the latest demographic profile of tourism workers unveils the most recent census data on mature workers employed in tourism.

The profile looks at workers aged 45 and up, breaking key employment information into three groups: ages 45 to 54, 55 to 64, and 65 and up. While these age brackets have generally been less represented in tourism jobs, an aging population and a decline in the number of young workers (a group heavily relied on for tourism employees) means employers are seeking ways to attract and retain older workers.

While the tourism sector had a lower share (32.9%) of workers over 45 than the economy as a whole (44.9%), a look at each industry group shows that transportation (58.0%) and travel services (50.4%) actually have higher percentages.

When looking specifically at workers over 65, four out of the five industry groups employ a higher share of this age bracket than the overall Canadian labour force:

Percentage of Tourism Workforce Over 45 – by Industry Group and Age Group

There was also regional variation. Nunavut had the smallest percentage of tourism workers over the age of 45, at 27.4%, followed by Alberta, at 28.3%. Nova Scotia had the largest percentage of mature tourism workers, at 35.4%, an increase from 33.1% in 2011.

Meanwhile, the share of tourism workers over the age of 65 has risen in all provinces and territories since 2011. Nova Scotia saw the greatest increase, where this age bracket went from making up 2.8% of tourism workers to 4.1%. Overall, the share of workers over the age of 65 was highest in the Northwest Territories (5.0%) and Yukon (6.1%).

Over the next several years, the number of people aged 55 to 64 will increase slightly, while the number of people over the age of 65 will increase rapidly. While 65 is traditionally considered the age of retirement, retirees are increasingly seeking seasonal or part-time work, whether to keep connected to the community, to find new ways of sharing their skills and knowledge, or to supplement retirement income. This matches perfectly with the needs of many tourism operators.

While Canada is seeing record numbers of international visitors, keeping pace with the growth has been difficult due to labour shortages. To fill the gap, employers are expanding attraction efforts to include mature workers, such as:

  • Advertising the flexible schedule of many tourism opportunities
  • Connecting with bridging programs for recent retirees or career changers
  • Showcasing the mentoring opportunities available
  • Providing accommodating workplaces for health conditions that become more prevalent with age

Click here to download the Demographic Profile of Mature Tourism Workers.

Subscribe to Tourism HR Insider for future demographic profile releases.

Subject matter experts in the growing field of civility gathered in Toronto earlier this month to share information and explore ideas and needs towards building the Future Skills Framework.

Hosted by Tourism HR Canada and Civility Experts Worldwide Inc., the focus group is part of a process aimed at identifying and building the key competencies that embody a Civility Practitioner.

Over 20 entrepreneurs, trainers, HR professionals, and executives from business and consulting ventures and educational institutions shared their knowledge and experience while discussing ways to:

  • Define ‘Civility Practitioner’ and the scope of a Civility Practitioner
  • Identify key competencies of a Civility Practitioner
  • Identify performance tasks of a Civility Practitioner
  • Identify knowledge requirements specific to a Civility Practitioner

The participants used their significant experience in civility research, training, and application to inform the future of Civility Practitioners. Through group discussion, small group activities, and facilitated storyboarding, they provided input that, along with other supporting research and further consultations, will be consolidated into a set of competencies that will define the role of a Civility Practitioner.

Click here to find out more about the Future Skills Framework—including how to get involved.

Subscribe to Tourism HR Insider for updates on this initiative.

Today, the Honourable Mélanie Joly, Minister of Tourism, Official Languages and La Francophonie, announced a bold new Federal Tourism Growth Strategy.

With extensive input from tourism stakeholders across Canada, Creating Middle Class Jobs: A Federal Tourism Growth Strategy builds on the sector’s tireless work that has led to back-to-back record-breaking years for international visitation and addresses challenges to maintaining this momentum, including labour and skills shortages. A whole-of-government approach and a focus on building public-private collaboration will foster continued growth and innovation and lead to targeted solutions.

Accounting for 1.8 million jobs—10% of total Canadian employment—in every part of the country, tourism plays a key role in regional development and has helped transform communities affected by declining industries. With diverse, flexible employment options, it is a key entry point to the workforce for youth and employs a higher proportion of under-represented groups than the overall economy.

“The Federal Tourism Growth Strategy showcases the key economic role tourism plays in Canada’s communities,” stated Philip Mondor, President and CEO of Tourism HR Canada. “Tourism’s ability to grow and compete in an increasingly crowded global marketplace is dependent on its ability to attract and retain qualified workers. The partnership approach woven into the Strategy will help ensure Canada has a world-leading tourism workforce by encouraging all stakeholders to support skills development and position tourism as a destination for employment.”

The Strategy sets economic impact targets for 2025: a 25% increase in revenues, 54,000 new jobs, and growth that outpaces that of the national economy. Core to these goals are to expand the tourist season beyond the summer and to draw tourists outside the three major tourism centres of Toronto, Montreal, and Vancouver.

It also details specific initiatives that support Tourism HR Canada as it improves the quality and mobility of the tourism workforce and supplies tourism businesses with the labour market intelligence they need to plan for and overcome human resource challenges. These include:

  • Destination Employment Program: Expansion of this pilot project that assists both newcomers in gaining job experience in the tourism sector in Canada and employers in overcoming labour shortages and diversifying their workplaces.
  • Sectoral Initiatives Program: Multi-year project funding to develop research, labour market information, forecasts, competency frameworks, and other assistance to support human resource planning, skills development, worker certification, and related tools for the tourism sector.
  • LGBTQ2 Workshops: A series of training workshops to better support the LGBTQ2 tourism sector and help tourism operators build their capacity to welcome more LGBTQ2 travellers to Canada.
  • Tourism Market- and Export-Ready Program for Chinese Visitors: Online learning and training sessions to help small and medium-sized enterprises succeed in attracting Chinese visitors.

“We welcome these investments in building a resilient and inclusive labour market,” continued Mondor. “Through these and other projects, the Tourism HR Canada team looks forward to working with partners across Canada to help meet the Federal Tourism Growth Strategy targets and build a thriving tourism destination. Facilitating this collaboration: key elements of the Strategy align with Tourism HR Canada’s recently released Strategic Plan.”

“By providing tourism professionals with specialized and emerging skills, we strengthen our country’s 250,000 tourism businesses, allowing them to respond to global demands and offer visitors memorable, transformative experiences,” Mondor concluded.

View Creating Middle Class Jobs: A Federal Tourism Growth Strategy here.

The intense and varied reactions to several provinces and territories raising their minimum wages in recent years provided ongoing media fodder and much speculation on the outcomes, both short and long term.

In late 2017, Ontario passed new legislation (the Fair Workplaces, Better Jobs Act, also known as Bill 148) that changed a number of labour laws, including a January 1, 2018, increase of its general minimum wage from $11.60 to $14.00 per hour and its liquor server wage from $10.10 to $12.20 per hour.

That February, Archan Consulting published a report on the early trends and impacts of Bill 148 on the restaurant sector in Ottawa. This led to an Ontario-wide study, surveying full- and limited-service restaurants on the impact of the new legislation, with a focus on independently owned businesses.

Released today, Managing the Shift: Adapting to the Impact of Bill 148 on Ontario’s Restaurant Sector analyzes the responses of over 300 restaurants to this study. The report includes both quantitative and qualitative data, exploring information provided through a web-based survey and one-on-one telephone interviews.

The study took place over nine weeks in the fall of 2018, meaning responses to questions about future impacts reflect owners’ outlooks before and after the announcement of the newly elected Conservative government’s decision to not roll out a planned second increase in 2019.

Managing the Shift examines the effects of Bill 148 on three key areas in Ontario’s restaurant industry:

  1. Labour markets
  2. Managerial and operations issues
  3. Profitability

The report details much more than the impact of the wage increase on business expenses. To provide a thorough picture of the business and labour changes experienced in the initial year of the increase, the study sought feedback on the following topics:

  • Impact on cost structure: How much of an increase in operating costs have restaurants experienced? What portion of the cost increases are attributable to the wage increase alone, and how have the rest of the changes (e.g., to protected leave categories, vacation pay, and others) impacted costs for restaurants?
  • Impact on staffing and employee mix: How was the full-time and part-time staffing mix impacted, along with overall staffing levels? What other staffing changes have restaurants made to reduce labour costs (e.g., shifting workload from hourly to salaried staff)?
  • Measures to save labour hours: Has there been a reduction in the number of shifts and hours available to staff? Have restaurants changed their hours of operation?
  • Impact on recruitment: Has Bill 148 influenced recruiting and hiring preferences for certain types of workers? Have proprietors experienced changes in quality or volume of applications for vacant positions? Has there been an impact on retention and turnover?
  • Management changes: Are tip-out policies changing in response to the new wage scale? Have proprietors experienced pressure from staff not earning minimum wage to raise wages for senior or skilled positions? How has the legislation affected absenteeism, disciplinary processes, and relationships between various positions in restaurants?
  • Menus and pricing: How much have menu prices increased since the legislation was introduced? Are price increases happening all at once or gradually throughout the year? What other effects has the new cost structure had on menus (e.g., changes to ingredients or portion sizes)?
  • Profitability: What impact has the legislation had on profitability in 2018?
  • Upside or potential benefits: Have staff adopted a new approach to their work (e.g., more professional, motivated, dedicated)? Are employers or managers noticing that staff appear more invested in their jobs? Is the new wage scale attracting a higher calibre of applicant to the restaurant industry?
  • Forecast for 2019: What do proprietors forecast for 2019 regarding staffing and profitability? What are the hopes and concerns of restauranteurs going into 2019?

Download Managing the Shift to view the full results and analysis, as well as to read business owners’ experiences in their own words.

Managing the Shift was the result of collaboration between several organizations. Tourism HR Canada would like to extend a special thank you to the Tourism Industry Association of Ontario (TIAO) and the Ontario Restaurant Hotel & Motel Association (ORHMA) for their efforts reaching out to their members and recruiting participants for this research. We would also like to thank all the participating restauranteurs who provided the valuable time and effort that made this report possible.

Subscribe to Tourism HR Insider for future analysis of changes impacting tourism’s labour market.

To provide a full picture of the tourism labour market, Tourism HR Canada regularly acquires customized tabulations for five datasets. We then analyze and share this information with a wide range of stakeholders to help develop plans and policies that support our sector’s labour needs.

Making this information relevant, useful, and easy to understand is key to helping Canada’s tourism sector be globally competitive—a talented, welcoming workforce enhances our destination status. The Rapid reSearch tool does just this, allowing anyone to access customized tourism labour market information through a simple, user-friendly interface.

As of today, you can use Rapid reSearch to search the latest labour market data available: the 2016 census, updated Labour Force Survey data from 2018, and new business counts data from 2017 and 2018.

Compare data on the number of jobs, hours worked, annual salary, and hourly wages for multiple tourism occupations. Focus on a specific province/territory, industry group, or occupation of interest. Select data specific to gender, age, immigrant status, or work status.

Rapid reSearch makes it easy to explore the following:

Provincial-Territorial Human Resource Module (PTHRM): The PTHRM provides the following statistics for the tourism sector and for each industry group, region, and occupation: number of jobs, hours worked, and compensation. These statistics are available by sex, by work status, by age group, and by immigrant status.

Census (2016): The census provides the most detailed information available on the people in Canada’s labour force. Our customized census data shows the profile of tourism employees, including gender, age, work patterns, place of birth, mother tongue, equity groups, school attendance, and education levels.

Labour Force Survey: Customized labour force survey data shows seasonally unadjusted estimates of employment, unemployment, and unionization rates.

Labour Supply and Demand: This data shows the estimated demand for jobs, supply of labour, and any resulting gaps that will leave jobs unfilled for the years 2010 to 2035. Data is available by province, industry group, and occupation.

Tourism Business Counts: These state the number of tourism businesses in existence in Canada by year, province/territory, and industry group.

Access to Rapid reSearch is managed through our online learning portal, Create an account today to download the data most useful to you.

Tourism HR Canada will continue to upload new data to Rapid reSearch as it becomes available, including new projections for tourism labour supply and data from the 2018 Tourism Sector Compensation Study. Subscribe to Tourism HR Insider to be the first to know about these updates and for detailed analysis of the labour market trends impacting Canada’s tourism businesses.