By Joe Baker, Tourism HR Canada Board of Directors
In August of 2021, Canada’s tourism sector was in a fragile place. We were navigating workforce losses, sector uncertainty, and deep concern about future capacity. Out of that turbulence came a timely, targeted solution: Propel—a student work placement program powered by Tourism HR Canada and funded by the Government of Canada through Employment and Social Development Canada (ESDC).
Today, nearly four years later, we have real numbers—and even greater impact—to reflect on.
The Numbers That Matter
Since launching, Propel has supported 1,067 placements. That’s $4.79 million directly invested into Canada’s tourism future—dollars that created opportunity, built skills, and helped rebuild the foundation of our workforce.
But the impact isn’t just in the numbers—it’s in the experiences behind them. These aren’t just placements. They’re first jobs, pivotal career steps, and industry connection points.
And the reach? Truly national. From major urban centres to remote tourism hubs, the Propel dashboard paints a visual story of students placed in every corner of Canada. Our map is not only full—it’s full of promise.
Educators + Employers = Emerging Talent
Propel has become much more than a subsidy program. It’s a connector:
- For educators, it’s a tool to embed meaningful work-integrated learning (WIL) into tourism and hospitality programs.
- For employers, it offsets financial risk and encourages mentoring and talent development.
- For students, it opens a door—often the first—to a career in a dynamic, people-powered sector.
“Work-integrated learning is one of the most effective ways to develop early talent in tourism,” says Philip Mondor, President and CEO of Tourism HR Canada. “Propel has shown that when students are given the opportunity to apply their learning in real-world settings, they not only gain critical skills—they also develop a stronger sense of belonging and purpose within the sector.”
And we’re learning more about those employers too. Thanks to new data collection efforts in 2024–25, we now have a clearer view of who’s participating—and where future engagement can grow.
Visual data from the last fiscal year tells us that employers range from large operations to small, community-based businesses. The program is flexible and inclusive by design, meeting the needs of operators across the entire tourism spectrum.
“For many small and medium-sized operators, the cost of bringing on student talent can be a real barrier,” adds Mondor. “Propel directly addressed that challenge by reducing risk and making it easier for businesses to offer meaningful, paid experiences.”
From Temporary Placements to Lasting Pathways
What’s especially exciting is that many of these placements are just the beginning. Students who first enter through Propel often stay. They take on seasonal roles, return for longer co-ops, or even transition into full-time careers.
This is where programs like Propel shift from being short-term relief to long-term strategy. We’re not just plugging gaps—we’re shaping futures.
Celebrating Milestones, Looking Ahead
With new funding secured through 2025, and broader institutional support in place, we’re entering the next phase of Propel with momentum. More info sessions. More placements. More data. More impact.
But beyond all that, this is about belief. Belief in students. Belief in employers. Belief in the power of partnership to move our sector forward.
“Propel has become an important proof point for the federal government,” Mondor reflects. “It demonstrates how targeted workforce investments in tourism can yield strong, measurable outcomes. Programs like this help ensure that workforce development remains part of the national conversation.”
I’ve spent years writing about the importance of work-integrated learning, intentional talent development, and system-wide collaboration. Propel is all of that, in action.
Let’s keep pushing forward—because our future depends on how well we invest in the people who will shape it.