Author: Tourism HR Canada

The pandemic has caused significant disruption to the tourism labour market, much greater than the economy overall. While the latest Labour Force Survey shows the workforce is recovering, there is a long way to go: tourism remains over 200,000 workers below the same month in 2019.

In many ways the issues we have today are not new, but the awareness of the challenges and the severity of the issues have been heightened. Many are looking for answers, particularly as the summer tourism season gears up.

Solving the problem is about looking at things differently—it’s a new context, and we’re not talking about returning to 2019. This re-think is about making bold choices and focusing on reform that will help the sector address long-standing structural and systemic issues—changes to public supports and perceptions of the sector, with investments that will help the sector recover, grow, and be more resilient.

For employers, a thorough review of HR policies and practices should be a priority. To help, Tourism HR Canada offers the free “Now Hiring” guide, which covers a range of essential HR practices, tips to implement them, and practical checklists and forms to help tackle key issues.

Covered in the guide is information on how to:

  1. Build a blended workforce
  2. Overhaul your recruitment strategies
  3. Diversify your workforce
  4. Invest in digitalization to build up your workforce
  5. Rethink and rework work arrangements
  6. Work on retention strategies
  7. Pay attention to your HR/employer brand
  8. Be a centre of meaningful learning
  9. Optimize your current workforce
  10. Get good at & prioritize partnerships
  11. Use unconventional, flexible work schedules
  12. Increase your HR IQ
  13. Emphasize the total compensation package

With the labour shortage impacting numerous sectors across Canada—and internationally—the competition for workers is fierce. Businesses who are committed to real change will be able to establish themselves as employers of choice and lead the way in securing tourism’s reputation as a destination for employment.

Access Now Hiring here

Canadian Tourism Labour Market Snapshot

Overall, tourism employment grew slightly (2.2%) from March to April and the unemployment rate improved for all industries except for the food & beverage services industry, which saw a slight uptick. Nevertheless, there was significant improvement in the unemployment rate across all industries when compared to the same month in 2020 and 2021. Likewise, the size of the tourism labour force saw positive gains, with an increase of 1.8% over March to 1.9 million—a significant gain from April 2021 (up 13.2%, from 1.7 million).

Labour Force Survey data[1] released for April 2022 reveals that, at 1,921,600 workers, Canada’s tourism labour force has seen a significant gain from April 2021—up 13.2% from 1,697,300.[2] While this is a very positive sign that workers are returning to tourism occupations, the impacts of the COVID-19 pandemic persist as the tourism labour force remains 217,500 workers short of the sizeable pre-pandemic total of 2,139,100 (April 2019).

As such, though many indicators (such as positive changes in the monthly unemployment rate and significant employment gains in the accommodations, transportation, and travel services industries) show indications of imminent workforce recovery, labour shortages have been a pressing challenge for the industry in the first four months of 2022.

April 2022 Tourism Employment = 9.2% of Canadian Workforce

Tourism employment comprised 9.4% of the total Canadian labour force for April 2022—slightly above the previous month (9.2%). Tourism employment increased by 39,400 (or 2.2%) from March. Total employment now sits at 1,823,900 (up from 1,784,500 the previous month).

April’s employment numbers saw significant positive change for all industries except food & beverage services (which saw a slight decline of 0.8%). The most significant employment gains were in the accommodations, transportation, and travel services industries. Looking at the same month in previous years, employment in the tourism industries has grown since April 2021 (up 21.1% overall) but continues to lag behind the levels seen pre-pandemic in April 2019 (-9.5%).

April 2022 Tourism Unemployment Rate = 5.1% (less than half of the rate in April 2021)

In April 2022, the unemployment rate in the tourism sector was at 5.1%—lower than the previous month when the unemployment rate stood at 5.4% and slightly better than Canada’s seasonally unadjusted unemployment rate of 5.5%. All industries except for food & beverage services saw a lower unemployment rate than the previous month. All tourism industry groups have reported significantly lower unemployment rates than the same month last year.

On a provincial basis, tourism unemployment rates ranged from 4.2% in Quebec to 15.9% in Prince Edward Island. The seasonally unadjusted unemployment rates for tourism in each province, with the exceptions of Quebec, Ontario, and Alberta, were above the rates reported for the provincial economy.

The overall employment increase in April is due to increases in full-time employment. Part-time employment in the tourism sector declined sharply (-13,400), while full-time employment increased by 52,800 workers.

For a full look at the latest tourism workforce trends, please visit the Tourism Employment Tracker.

[1] SOURCE: Statistics Canada Labour Force Survey, customized tabulations. Based on seasonally unadjusted data collected for the period of April 10 to 16, 2022.

[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.

Tourism HR Canada met with its network of provincial and territorial human resource organizations (HROs) in Ottawa last week to discuss work plans associated with training and assessment resources that constitute the Emerit Tourism Training brand.

The first in-person meeting with this network in over two years, the group dove in to the opportunity to connect and discuss not only the key projects Tourism HR Canada will be launching over the next three years, but also the plans of all participating organizations to identify opportunities for collaboration and avoid duplication of effort where possible.

Attendees included:

  • Alberta Hotel & Lodging Association
  • Conseil québécois des ressources humaines en tourisme
  • go2HR
  • Hospitality Newfoundland and Labrador
  • Ontario Tourism Education Corporation
  • Réseau de développement économique et d’employabilité
  • Nova Scotia Tourism Human Resource Council
  • Tourism Industry Association of New Brunswick
  • Tourism Industry Association of Prince Edward Island
  • Tourism Saskatchewan
  • Travel Nunavut
  • Yukon Tourism Education Council

(Manitoba Tourism Education Council, Hospitality Saskatchewan, and the Tourism Industry Association of Alberta are also members of this network, but were unable to attend the meeting.)

Each participating HRO presented their priorities over the next 18 months, including details on initiatives with some overlap with the national work plan, opening up a dialogue on how best to collaborate and leverage the various initiatives to serve the needs of the tourism sector writ large.

Tourism HR Canada staff presented on specific national-level projects, then hosted breakout sessions to gather additional intelligence and discuss next steps with respect to how best to document all initiatives, align efforts, and identify specific initiatives where collaboration or joint work plans can begin.

While discussions covered many HR-related priorities, the focus was on the development of new Emerit resources that included:

  • Developing and testing a new micro-credentialling model
  • Updating eLearning and micro-learning tools
  • Leveraging the new national competency library (Workforce Management Engine)
  • Updating Professional Certification credentials
  • Discussing a new technology platform to host new and existing tools

“The meeting was not only of strategic importance, it was an energizing experience to be amongst colleagues all focused on how best to provide support (programming and resources) for the industry that we are all passionate about. We believe tourism to be a place for people to find job and career satisfaction and are committed to building back such an important component of Canada’s economy,” stated Tourism HR Canada V.P. of Workforce Development Jon Kiely.

The HRO partners are an integral part of the broader Working Groups network established to assist Tourism HR Canada with this new work, provide input into what is developed, and assist with the piloting and testing of the resources created. As work progresses, there will be numerous touchpoints to engage these key stakeholders to ensure Tourism HR Canada is developing what is of most critical importance to employers, employees, job seekers, and the education community. This feedback will also inform the work of the Tourism Workforce Recovery & Growth Task Force as it develops a framework for recovery that addresses short-term and long-term systemic and structural issues.

“I appreciate the opportunity to meet colleagues from across Canada and learn about their work,” said Tracy Breher, Tourism Saskatchewan’s Executive Director of Destination and Workforce Development. “Some excellent collaborative opportunities emerged, both with Tourism HR Canada programs and other HROs. These partnerships will benefit Saskatchewan’s tourism sector on many levels. Participation in national campaigns increases the effectiveness of messages and the value of our investment. I am excited about the work to come and the strategic collaboration that will advance our collective goals of a stronger, skilled workforce.”

We invite you to look for project updates and other exciting news from our collective work plans in future editions of Tourism HR Insider.

Employer Perspectives: Barriers & Enablers to Accessible Workforce Entry

The Project

Persons with disabilities (PwD) in Canada face many barriers to meaningful first-time employment. But research on employer perspectives–including barriers and enablers employers face in recruiting and hiring PwD–and actionable solutions are still needed, especially in the context of COVID-19 recovery.

The Business + Higher Education Roundtable (BHER) and the CNIB Foundation are working to understand what employers need to support PwD and to help develop the Employment Standards, tools, and resources that will get them there.

The Ask

BHER and CNIB would like to invite you to a 60-minute discussion on your perspectives and experiences with recruitment and hiring for PwD.

The Benefits

These discussions are an opportunity to help develop solutions to shared challenges. They are also a space to network and share stories and best practices with employers from across the country.

The findings from this project will be used to help inform new Employment Standards for the Accessible Canada Act, and to build employer tools and resources to support universal accessibility and help with regulatory compliance in recruitment and hiring.

All findings, tools, and resources will be made publicly available and shared directly with participants.

 All participants will receive a $100 choice gift card as a token of appreciation for your time and insights.

Who Should Attend?

HR & talent leaders from federally regulated and other large private sector organizations. Expertise in accessibility or equity, diversity, and inclusion is not required–we are simply looking to understand your experiences and needs in your roles.

Discussions will focus on…

  • You/your organization’s experiences with strategies for recruiting, hiring, and supporting PwD
  • Barriers your organization faces in recruiting, hiring, and supporting PwD (e.g., biases/misperceptions across your organization, capacity challenges, financial barriers, etc.)
  • Examples of success stories or what has worked to support PwDs in your organization
  • The resources, tools, or other supports that would actually be useful to address barriers and needs in your organization
  • How the COVID-19 pandemic has impacted attitudes, barriers, and experiences around recruiting and hiring PwD

Please note that the sessions will be recorded for research purposes. All identifying information will be kept strictly confidential and anonymized in public content.

Session Dates and Registration

Upcoming sessions are being held through May and June, including:

  • Thursday, May 19 @ 4:00 – 5:00 PM Eastern
  • Thursday, May 26 @ 4:00 – 5:00 PM Eastern

Click here to register.

If you have any questions, concerns, or would like more information, please contact: Maria Giammarco, Sr Lead, R&D at

About BHER

The Business + Higher Education Roundtable (BHER) is a non-partisan, not-for-profit organization that brings together Canada’s largest companies and leading post-secondary institutions.

About CNIB

Founded in 1918, the CNIB Foundation is a non-profit organization driven to change what it is to be blind today. We deliver innovative programs and powerful advocacy that empower people impacted by blindness to live their dreams and tear down barriers to inclusion.

Canadian Tourism Labour Market Snapshot

Overall, tourism employment sees an uptick as the sector builds momentum toward recovery in the coming months; however, growth is hindered by employment losses in the accommodations industry and a higher than anticipated unemployment rate in transportation.

Labour Force Survey data released for March 2022 showed positive signs toward industry workforce recovery.[1] [2] Canada’s tourism sector had 1,886,900 members in its labour force,[3] hovering slightly above the 1,878,900 participants that made up the labour force as the first significant impacts of the pandemic were felt by the industry that same month in 2020.

However, when considering the robust tourism labour force pre-pandemic (a sizeable 2,117,700 workers in March 2019), it remains clear that labour shortages remain across the country and throughout the tourism industries, though indicators—such as the tourism unemployment rate holding strong in March—reveal that momentum is building toward sector recovery.

March 2022 Tourism Employment = 9.2% of Canadian Workforce

Tourism employment comprised 9.2% of the total Canadian workforce for March 2022, hovering at the same level as the previous month (9.1%).  Tourism employment increased slightly by 28,500 (or 1.6%) from the previous month. Total employment now sits at 1,784,500 (up from 1,756,000 in February).

Employment numbers have seen significant positive change since March 2021 (mid-pandemic) for all industries except for travel services. While employment in the tourism industries is still behind the levels seen pre-pandemic (March 2019), the travel services workforce remains one of the hardest hit.

For the second straight month, the unemployment rate in the tourism sector stood at 5.4%, which is below Canada’s seasonally unadjusted unemployment rate of 5.7% and 7.6 percentage points lower than the rate reported for tourism in March 2021 (13.0%). All tourism industry groups have reported lower unemployment rates than the same month last year. However, both the accommodations and transportation industries saw higher unemployment rates than last month.

On a provincial basis, tourism unemployment rates ranged from a low of 3.8% in British Columbia to 19.0% in Prince Edward Island. The seasonally unadjusted unemployment rates for tourism in each province, except for Prince Edward Island, Nova Scotia, New Brunswick, and Manitoba, were below the rates reported for the provincial economy.

The employment increase in March is due to increases in full-time employment. Part-time employment in the tourism sector declined slightly (-4,400) after major gains the previous months, while full-time employment increased by 33,000.

Looking Forward

The first two months of 2022 have brought positive indications that employees are returning to tourism occupations. However, the drop in employment in the accommodations industry implies that a high level of volatility remains. Further to this, the suppressed employment numbers in travel services that have persisted throughout the pandemic failed to see positive movement this past month, though external factors, such as the public health measures that had been in place across most parts of the country, are lessening their impact on tourism activity and global research reveals positive signs that travellers are eager to return to tourism destinations.[4]

As the tourism sector looks toward spring 2022, workforce recovery is top of mind for employers and industry stakeholders. As travellers begin to return in the coming months, we should anticipate a heightened need for tourism workers across all five of the key tourism industries.

For a full look at the latest tourism workforce trends, please visit the Tourism Employment Tracker.

[1] SOURCE: Statistics Canada Labour Force Survey, customized tabulations. Based on seasonally unadjusted data data collected for the period of March 20 to March 29, 2022.

[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.

[3] The labour force is the sum of employed and unemployed persons.

[4]  For example, please see the recent report Global Survey on Perspectives of Service Delivery and Traveller Priorities by Twenty31 Consulting Inc.

Who Are “We”? What am “I”? Why does that matter?

By Joe Baker

Published by Canadian Travel Press (click to read original article)

Author Joe Baker, CEO of Joe Baker & Co. and Tourism HR Canada Director

Unlike any other time in “our” history, unity became a fundamental concept in terms of thinking and acting that determined how well “we” navigated through a global pandemic. Who am “I” referring to? Those of “us” who work across the span of one of the largest industries in this country. But I can’t even state a name that does justice to the nuances across our field or that resonates with you, the readers of this piece. Are we Tourism? Are we Travel? Or are we Travel and Tourism? And what about Hotels and Airlines and Restaurants? Are they included under our umbrella? And what exactly are we calling our umbrella?

Prior to the beginning of 2020 this may have just been an academic debate or a discussion around the water coolers we used to drink from in our offices. What a novel concept. But now we find ourselves collectively overcoming some of the most significant adversity our industry has ever faced as we transition from surviving during the pandemic into living through the endemic, with unwavering hopes of thriving. Our identity started to matter even more during one of the most difficult times in our history. Why? Because competition gave way to collaboration. Antagonism gave way to communication. How did this happen? Why did it matter then and why does it matter even more now?

We are an industry in the throes of change. Many of our experts predicted disruption would come at the hand of technology. But few predicted it would come at the hand of biology. Nevertheless, we are now well and truly living and working in an era of disruption and constant change. So what did we do as the world changed before our very eyes?  We did what pros always do. We adapted. We made do. And we kept going. But there was a defining hallmark of how our industry made it through the pandemic. And this is not to minimize the destruction COVID-19 had on our workforce or our businesses. Believe me when I say if anyone has empathy for what you experienced, it’s this author, one who took the time to learn more about emotional intelligence and change leadership in the middle of the pandemic to add as much value to others as possible. But what was the defining hallmark that carried us through? Leadership, embodied through unity.

Let’s dig deeper into what unity looked like over the last couple of years and how leadership was manifested. To me, where it started to take root was in our associations, non-profits and advocacy bodies as we rallied to access governmental supports for our businesses and workforce. There were specific national organizations and specific leaders who deserve to be credited with this momentary triumph before we pick up and carry on. Because celebrating leadership deserves as much space in our lives as criticizing it. And because leadership starts with individuals and spreads to teams and organizations and culture.

There were stand out organizations including Association of Canadian Travel Agencies headed by Wendy Paradis, Tourism Industry Association of Canada headed by Beth Potter, Tourism HR Canada headed by Philip Mondor, Hotel Association of Canada headed by Susie Grynol, Indigenous Tourism Association of Canada headed by Keith Henry and Destination Canada headed by Marsha Walden. Notice anything specific about this group? I do. And I am not afraid to name it. Many of the leaders in these vital organizations are women, leading in critical roles during such a pivotal time. This collection of national leaders, and many more, did something we may have never done before. They created collaboration and unity. Have we achieved our diversity, equity and inclusion aspirations?  Of course not. We have a long way to go and a lot of work to do. But I think its ok to celebrate the wins along the way and acknowledge leadership when we experience it. After all, if we are working towards a better future, we will surely need to rely on our leaders again and again. This is less about attaining our goals and much more about who we become along the way.

And there were many other leaders at provincial, municipal and hyper-local levels. They stepped forward and they stepped up. They created unity through leadership. And they started arguably the hardest part of creating momentum. They got us moving. Canadian leadership guru and author Robin Sharma famously says, “Remember that the space shuttle uses more fuel during its first three minutes after liftoff than during its entire voyage around the earth.” Now what are we going to do with this momentum?

Initiatives such as the Coalition of Hardest Hit Businesses and the Canadian Travel & Tourism Roundtable demonstrated that when we come together, when we speak from our values, when we work collaboratively, we can achieve great things. Our governments listened and responded to the best of their abilities. Was it enough? It’s never enough. Was it perfect for all stakeholders? It wasn’t. But it led to accessing funding sources that helped us as much as possible when we needed it most. And optimistically it will help us get back to work and back to business for the nearly 2 million Canadians who work across the tourism, travel, accommodation, food and beverage, transportation, recreation and entertainment industry. But wait. Let’s back up. Do you see my point? What do we even call ourselves? What is our industry? And why does that matter?

I am going to suggest it matters mostly for one reason right now. It matters because we have a workforce calamity on our hands. And our industry is one that is uniquely centred around people. Many report on the labour shortage. But it is so much more than just a labour supply vs demand issue. It is as complex and nuanced as our industry. You see, our workforce calamity is actually an identity crisis. And one we need to overcome with leadership and unity.

So where do we go from here? We should look to other sectors who have had success representing diverse sectors across broad industries. Engineers, accountants, medical professionals, clean energy, STEM, STEAM, the trades. Many have active career recruitment campaigns in our secondary school system. Many support post-secondary scholarships for underrepresented populations. Many support work-integrated learning experiences. Many represent themselves on an international stage as a great industry to work in. Canada has set new immigration targets well beyond any we have seen in our history. And within those targets are high numbers of international students. People who leave their homes, pay handsomely to study in our post-secondary system with the hope of launching their careers in one of our great industries. And there are many people who call Canada home who now have the luxury of choosing from a variety of fields for their careers. And who are welcomed with open arms by industries. Especially those who have figured out that anyone with experience in our fields adds great value to theirs.

Maybe I will leave with this. When was the last time you thought about the value proposition of working in our industry?  What would you tell a family member considering a career with us? How about a post-secondary student trying to select their program of study? Answer those questions for yourself and use your epiphanies for your recruitment plans. And take a moment to reflect on just how important our collective identity is as an industry. And one more question. What do you say when people ask, “What do you do for a living?”

Joe Baker is a passionate leader within Canada’s tourism, hospitality, and education sectors. he is a vocal advocate for a resilient, inclusive, future-forward industry. He is CEO of Joe Baker & Co., a human capital consultancy focused on strengthening hospitality and tourism organizations and people through transformational strategy, coaching, training and talent.

Now available until the end of June, the Destination Inclusion program continues to offer racialized individuals across Eastern Ontario the opportunity to explore new career pathways and gain the skills and connections to pursue their goals—all free of charge. Participants access online skills training and mentorship from tourism industry professionals, opening up job possibilities just as the summer tourist season is poised to take off.

Destination Inclusion Graduate Noeul Kang

Recent program graduate Noeul Kang offers this inspiring testimonial:

“I signed up for Destination Inclusion, and it changed my life. The e-learning materials had given me the proper knowledge related to my field to identify transferable skills for preparing myself for the Canadian labour market. I was not sure what to pursue since I moved to Canada. This program certainly gave me the right tools to navigate my career path and connections with people in the field that I’m interested in. The mentorship program has been beneficial to reshape my resume and cover letter and sharpen my interview skills. I appreciate all Destination Inclusion team members. Thank you so much again!”

The Destination Inclusion team hosts a series of virtual info sessions to anyone interested in learning more. The next events will be held:

  • Friday, April 22, at 11:00 AM Eastern
  • Wednesday, April 27, at 10:00 AM Eastern
  • Monday, May 2, at 2:00 PM Eastern

Click here to register for any of these sessions.

Tourism HR Canada thanks Destination Inclusion delivery partners World Skills Employment Centre and the Ottawa Community Immigrant Services Organization (OCISO).

This Employment Ontario program is funded in part by the Government of Canada and the Government of Ontario

Canadian Tourism Monthly Snapshot

Tourism added 188,700 jobs, unemployment rates fall but an overall labour force shortage remains

While declines in the size of the overall tourism labour force persist, tourism employees continued to return to work and find available employment opportunities this past month.

Seasonally unadjusted data released for February 2022 shows that, at 1,856,800 workers, Canada’s tourism labour force still falls short of the 2,152,000 workers that made up the industry pre-pandemic this same month in 2020.

While the unemployment rate in the tourism sector was at 5.4%—which is 10.1 percentage points lower than the rate reported in Feb 2021 (15.5%), and lower than the previous month (January 2022) when the unemployment rate stood at 11.9%—tourism continues to face an unprecedented labour shortage as public health measures to stem the COVID-19 Omicron variant remained in place in many provinces during what is already a typically low period of economic activity for the industry.

At 5.4%, tourism’s unemployment rate was slightly below Canada’s seasonally unadjusted unemployment rate of 5.7%, but higher than before the holiday season when the tourism unemployment rate stood at 5.2% for December 2021.

All tourism industry groups have reported lower unemployment rates than the same month last year.

Tourism Unemployment Rates by Industry Feb. 2021 vs. Feb. 2022 (seasonally unadjusted)

On a provincial basis, tourism unemployment rates ranged from 4.0% in Alberta to 14.3% in Prince Edward Island.

The seasonally unadjusted unemployment rates for tourism in each province, with the exceptions of Prince Edward Island, Nova Scotia, New Brunswick, Quebec, and Manitoba, were below the rates reported for the provincial economy.

Tourism Sector vs. Total Labour Force Unemployment Rates by Province (seasonally unadjusted)

Employment Numbers

Tourism employment comprised 9.1% of the total Canadian labour force for February 2022. Tourism employment increased by 188,700 (or 12%) from the previous month. Total employment now sits at 1,756,000 (up from 1,567,300 in January).

For the Canadian economy as a whole, seasonally unadjusted employment grew by 388,100.

The employment increases in both tourism and the broader economy were due to increases in part-time employment.  Part-time employment in the tourism industry increased by 131,000 (or 21.2%), while full-time employment increased by 57,600 (or 6.1%).

Month-over-Month Employment Change, Full- and Part-Time Employment (seasonally unadjusted)

Full-time employment change (x 1,000) Part-time employment change (x 1,000)
Tourism 57.6 131
Accommodations 0 9.6
Food and Beverage 25.2 58.6
Recreation and Entertainment 38.5 49.8
Transportation -1.8 11.1
Travel Services -4.2 2

Looking Toward Spring 2022

It is typical for seasonally unadjusted employment indicators to show signs of volatility in the winter months; however, the first two months of 2022 brought positive signs that employees are returning to tourism occupations.

As the industry gears up for warmer weather and as restrictions are eased by several provincial governments in March, more than ever, local demand is going to be an important success factor for the tourism sector this spring.

For a full look at the tourism labour market and economic indicators, visit the Tourism Employment Tracker.

SOURCE: Statistics Canada Labour Force Survey, customized tabulations. Based on data for the week ending March 1, 2022.


Tourism HR Canada is pleased to announce that Propel, its Student Work Placement Program, has been extended for an additional two years, thanks to generous funding from the Government of Canada. The program is actively accepting applications for the upcoming summer semester.

Launched last August, Propel has already connected hundreds of post-secondary students with meaningful, paid work-integrated learning placements and provided hard-hit tourism and hospitality employers with wage subsidies to support these placements.

With the lifting or easing of many pandemic health and travel measures, Canada’s tourism employers are looking ahead to a busier summer season, but are facing a depleted workforce. The latest Statistics Canada data shows close to 300,000 fewer tourism employees than in the month before the pandemic hit.

Propel provides a direct link to early talent looking for hands-on experience and the opportunity to explore career pathways in the sector. Engaging these students will play an essential role in the immediate recovery of the visitor economy and ensure the ongoing growth of a skilled workforce.

Starting April 1, 2022, several changes will apply to the full spectrum of Student Work Placement Programs.

  • Wage subsidies are available as follows:
    • Up to 50% of wages or up to $5,000 to provide students with meaningful WIL opportunities.
    • Up to 70% of wages or up to $7,000 to provide students with meaningful WIL opportunities for the following under-represented students: women in science, technology, engineering and mathematics (STEM), Indigenous students, persons with disabilities, visible minorities and newcomers; as well as first-year students.
  • Post-secondary institutions are no longer eligible to participate as employers.
  • Employers who have previously participated in the program may be subject to “net new” requirements and need to demonstrate a projected increase in the number of students hired.

For full details on the Propel Student Work Placement Program and a link to the application portal, please visit the program webpage or email

Globally, the tourism sector is facing a massive shortage of trained staff. How aware are travellers of this and how does this impact their travel choices?

Join Tourism HR Canada for an excusive webinar featuring tourism experts Twenty31 Consulting, who will delve into the recently released report Global Survey on Perspectives of Service Delivery and Traveller Priorities. The report, partially funded by the Government of Canada, details the results of a recent survey of 800 travel consumers in each of nine key global outbound travel markets for Canadian tourism: Australia, China, France, Germany, India, Japan, South Korea, UK, and US.

Explore the delicate balance many tourism businesses are facing as they plan for reopening and recovery in 2022 and beyond: trying to provide safe, appropriately priced tourism experiences while also meeting the service expectations of travellers.

Register to learn more about:
• Global trends and impact of COVID-19
• Traveller influences
• Recent travel behaviour
• Travel ambitions
• Traveller perspectives on travel service issues post-COVID
• Perceptions and impact of service delivery in Canada vs. other destinations
• Impact of familiarity with service issues
• Country attitudinal profiles

The webinar will take place Thursday, April 7, at 11:00 AM Eastern. Click here to register.