Month: July 2018

Delivery partners met in Ottawa this week to kick-off the recently announced Employing Newcomers in Canadian Hotels Pilot Project, an exciting initiative to provide career opportunities for newcomers to Canada with hotel jobs in participating regions.

This initiative will provide hotels with the qualified staff they require to meet demand and provide participants with an opportunity to get their foot in the door of an industry that continues to grow more quickly than the overall economy.

The pilot program, funded nationally by Immigration, Refugees and Citizenship Canada (IRCC), will be deployed in five regions in the first year of the rollout.

The planning session included representatives from project co-leads the Hotel Association of Canada and Tourism HR Canada, as well as delivery partners representing Banff & Lake Louise Hospitality Association, Alberta Hotel and Lodging Association, Saskatchewan Tourism Education Council (a department of Tourism Saskatchewan), Ontario Tourism Education Corporation, Yukon Tourism Education Council, and Nova Scotia Tourism Human Resource Council.

The group worked through an aggressive agenda focused on all facets of this pilot. Participants broke into working groups to address specifics like process mapping, program risks, and diagnostic tool needs, as well as to examine existing resources that can be employed and identify new tools that will be required. They also compiled FAQs for all stakeholder groups.

Over the next six weeks, the group will collectively and individually address action items and outcomes from this meeting to prepare for the rollout and administration of the program this coming fall.

While this pilot is initially taking place in specific locations, we will be looking for opportunities to scale up and have additional locations able to offer the program in years two and three, should budgets allow.

The goal is to demonstrate the viability of a sustainable model by showing real, meaningful impact on the lives of participants and the labour struggles faced by many operators. With success, we are hopeful that additional funds, both provincial and federal, will expand the scope and reach of the program.

Stay tuned to HR Insider to keep apprised of project updates and success stories.

TIAOA newly signed Memorandum of Understanding (MOU) between Tourism HR Canada and the Tourism Industry Association of Ontario (TIAO) will leverage the strengths of each organization to support the competitiveness and economic sustainability of Ontario’s tourism and hospitality sector.

Recognizing the importance of addressing the sector’s labour market and skills training needs, the organizations will work together to widely communicate relevant research and resources. TIAO will include Tourism HR Canada’s research and analysis in various publications, while Tourism HR Canada will partake in TIAO industry meetings and conferences to share and solicit feedback on matters related to Ontario’s labour market.

Additionally, with a shortage of labour impacting tourism operators across the province, the two will amplify efforts to promote tourism careers and HR best practices.

“We are delighted to formalize our longstanding relationship with TIAO,” states Philip Mondor, Tourism HR Canada President and CEO. “This agreement will broaden the reach of pertinent labour market information, allowing tourism stakeholders from industry, government, and education to prioritize and plan for issues that impact the growth of this key economic sector.”

“The mutual respect between TIAO and Tourism HR Canada made this MOU a natural fit,” said TIAO President & CEO Beth Potter. “The work we undertake together will further support our collective efforts to find solutions for labour market challenges faced by Ontario’s tourism industry both at present and in the future.”

Tourism HR Insider will feature future developments as the organizations continue to collaborate on labour market research and advocacy initiatives.

Tourism HR Canada has received updated data on the number of jobs in each of Canada’s 338 federal ridings and has made them available on our website.

The 2016 census counted over 1.8 million Canadians working in tourism, which was 10.6% of all employed individuals in the country.

The data has been mapped, allowing you to search the country for your riding and learn how many people work in tourism and what percentage of the labour force they make up.

Nationally, tourism workers make up anywhere from 6.1% of the labour force in Tobique—Mactaquac, up to 25% of workers in Niagara Falls, where the census counted 15,820 tourism workers.

From the Maritimes to Montreal to Vancouver, tourism employs a significant share of the labour force in each riding across this country. On the maps, brighter orange shows a higher concentration of tourism workers in a given ridings.

Maritimes Tourism Employment
Montreal Tourism Employment
Vancouver Tourism Employment


Find out how important tourism is in your riding.


(seasonally unadjusted)

In June 2018, the unemployment rate1 in the tourism sector was at 4.5%, which is 0.7% lower than the rate reported in June 2017, and the same as the previous month (May 2018).

At 4.5%, tourism’s unemployment rate was well below Canada’s seasonally unadjusted unemployment rate of 5.7%.

With the exception of Recreation & Entertainment and Transportation, all tourism industry groups reported lower unemployment rates than the same month last year (Table 1).

On a provincial basis, tourism unemployment rates ranged from 3.3% in Saskatchewan and Manitoba to 10.2% in Newfoundland and Labrador.

The seasonally unadjusted unemployment rates for tourism in each province were below the rates reported for the provincial economy (Figure 1).

Tourism employment comprised 11.6% of the total Canadian labour force for the month of June.


Table 1 – Employment Rate by Tourism Industry Group – June 2017/2018
Tourism Industry Group2 Unemployment Rate –
June 2017
Unemployment Rate –
June 2018
Tourism 5.2% 4.5%
Accommodations 5.4% 5.0%
Food and Beverage 6.0% 4.8%
Recreation and Entertainment 5.9% 6.2%
Transportation 2.1% 2.1%
Travel Services 4.9% N/A%
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 June 16, 2018.


Emerit’s popular Train the Trainer program has been revamped, incorporating cutting-edge adult learning principles and reflecting the evolving needs of industry and workplace trainers.

The newly released suite of resources includes an Instructor Guide, Participant Manual, and PowerPoint Presentation Deck, all designed to run a two-day workshop to guide employers and supervisors through techniques and tools to train, coach, and mentor staff.

The workshop’s learning objectives are:

  • Identify learning needs and develop subsequent learning objectives
  • Learn and apply the skills associated with professionalism
  • Develop and deliver appropriate training programs applicable to various audiences (experience level, group size, capabilities)
  • Develop skills associated with being a proficient coach and mentor
  • Understand concepts paramount to effective training, such as adult learning principles
  • Become familiar with the importance of professional development as it relates to training practice
  • Understand and implement assessment and evaluation methods

The Instructor Guide outlines the delivery of the Train the Trainer workshop and includes:

  • Key terms to identify special items or topics of interest integral to various points of the workshop or program
  • A section outlining the content and activities that will make up the bulk of the program
  • A section for notes

The PowerPoint Presentation Deck complements the Instructor Guide, and a Train the Trainer Participant Manual allows workshop participants to follow along with the content material and complete exercises, as well as have a reference document to take back to their establishment.

As training is ever-important in almost all industries and occupations, this program is meant to be applicable for a variety of training environments—while developed to reflect the specific needs of the Canadian tourism sector, the workshop is adaptable to other industries.

To access these resources or to learn more about offering the Train the Trainer workshop in your region, please visit

On June 20, the Government of Canada announced the launch of an innovative three-year pilot program that will see nearly $7 million dedicated by Immigration, Refugees and Citizenship Canada (IRCC) to connect newcomers to Canada with jobs in the hotel industry in five regions across the country.

Tourism HR Canada and the Hotel Association of Canada (HAC) are proud to be partnering on this initiative, which will build on the contributions this growing demographic has provided Canada’s rapidly expanding tourism sector.

Immigrants account for 22% of Canada’s population, and as the birth rate remains below that needed to replace our existing population, they will be vital for the continued growth of the country and the economy. In 2014-15, they accounted for 60.8% of Canada’s population growth; Statistics Canada estimates that by 2031 they will account for more than 80.0% of population growth.

Newcomers bring a wide variety of skills and experience to their new roles, and in a sector as global as tourism, their cultural and language skills are a competitive advantage—making it easier to communicate with international visitors and offer products and services specially designed to make them feel welcome.

Tourism HR Canada has just released a full profile of immigrant workers in Canada’s tourism sector, based on the most recent census data. Here are some highlights:

  • In 2016, 26.0% of the tourism workforce were immigrants, up from 23.9% in 2011. For comparison, the number of immigrant workers in Canada’s total workforce was 23.8% in 2016.
  • As a percentage of its labour force, the travel services industry employs the largest share of immigrant workers (35.3%), followed by accommodations (31.7%) and transportation (31.1%).
  • Specific occupations where immigrants make up a high percentage of the workforce are taxi and limousine driver (69.9%) and chefs (51.6%).
  • By region, immigrants filled the greatest share of tourism jobs in British Columbia, at 31.5%, followed by Alberta (30.7%) and Ontario (29.8%).
  • Since 2011, the percentage of tourism jobs filled by immigrants has grown in all provinces. The greatest growth was seen in Saskatchewan, where immigrants went from filling 13.1% of tourism jobs in 2011 to 23.5% in 2016.
  • Most immigrants (37.6%) who are working in tourism have been here for over two decades, having arrived before 1996.

Download the full profile, including infographics, on

When civility in general society begins to take a backseat to reason, respect and open discourse, it shouldn’t be a surprise that the workplace also reflects this disruptive trend. One would think civility would be commonplace, especially with respect to the “golden rule” which suggests treating all others the way you wish to be treated. That said, five minutes of news coverage or a couple of clicks on social media platforms will quickly dispel the notion that acting in a civil manner is commonplace and the standard by which humans interact with one another.

While society needs to address the more macro issue of civility in general, employers need to create their own bastion of civility, inclusion and respect to ensure their workplace is not exacerbating or following the negative behaviour we see permeating many aspects of daily life. Employers have control in shaping behaviour and discourse in the workplace since they set the standard and apply the rules. Shaping behaviour at the societal level is a much heavier lift.

Here are ten practices for developing employee awareness of respectful behaviour and the related required skills:

  1. Before acting, consider the impact of your words and actions on others.
  2. Create an inclusive work environment. Only by recognizing and respecting individual differences and qualities can your organization fully realize its potential.
  3. Self-monitor the respect that you display in all areas of your communications, including verbal, body language, and listening.
  4. Understand your triggers or “hot buttons.” Knowing what makes you angry and frustrated enables you to manage your reactions and respond in a more appropriate manner.
  5. Take responsibility for your actions and practice self-restraint and anger management skills in responding to potential conflicts.
  6. Adopt a positive and solution-driven approach in resolving conflicts.
  7. Rely on facts rather than assumptions. Gather relevant facts, especially before acting on assumptions that can damage relationships.
  8. Include others in your focus by considering their needs and avoiding the perception that you view yourself as the “centre of the universe”.
  9. View today’s difficult situations from a broader (big picture) and more realistic perspective by considering what they mean in the overall scheme of things.
  10. “Each one influence one” by becoming a bridge builder and role model for civility and respect. Act in a manner whereby you respect yourself, demonstrate respect for others, and take advantage of every opportunity to be proactive in promoting civility and respect in your workplace.

(SOURCE: Barbara Richman of HR Mpact)

While these are all good and relevant practices to incorporate in your work life (and private life), there also needs to be a commitment from the employer that a certain level of civility and personal responsibility is standardized in training materials, throughout employee handbooks and at staff meetings. To ensure the “standard for civility” in your workplace is adopted and embraced, there needs to be a firm and visible commitment from management to practice what they preach.

In 2017, Tourism HR Canada signed a Memorandum of Understanding (MOU) with Civility Experts to formalize a working relationship and mutual goals towards the development of international competency standards for Civility Practitioners. Under the agreement, both parties will seek funding or third-party sponsorship to move the initiative forward. Tourism HR Canada will include civility standards and practices in updates to occupational and competency standards as well as any training materials developed under the Emerit Tourism Training brand. Planned updates already include increased focus on cultural competencies, and the inclusion of civility practices will add greatly to these enhancements.

 Workplaces that allow uncivil behaviour to go unchecked will almost always be impacted negatively as they are likely not meeting the expectations of customers and are also enabling an atmosphere that contributes to employee illnesses, anxiety, depression and ultimately absenteeism. At a time when tourism employers are desperate to attract more people to work and build a career in the sector, the need to have a welcoming and inclusive workplace has never been more important.

Stay tuned for future developments and projects related to civil behaviour in the workplace.