Mechanical Piping Plumbing Journal 2008

The management labour force, according to the HRSDC study, is expected to record only average growth over the next 10 years (1%) despite the above-average growth of its largest component: the labour force with post-secondary education. This is explained as the result of two factors: slowing growth in the core age groups, which are the largest suppliers of workers for management occupations; and the tendency of older workers, as they begin their transition towards retirement to leave management positions and take lower-skilled occupations, such as those in sales and service which have flexible work arrangements. Managers and occupations requiring college education or apprenticeship training are expected to experience relative unemployment rate declines, according to the HRSDC study, as employment growth is expected to be significantly stronger than labour force growth. The aging of the population could put pressure on those two skill levels. In contrast, the occupations usually requiring at least high school education and those requiring on-thejob training, employment gains are expected to outpace labour force gain at a lower-than-average rate, resulting in a lower decline in their employment rates. And in occupations requiring at least a university education, the unemployment rate is expected to decline in line with the economy-wide average. An important point: the 2006 report from HRSDC says most of the management occupations currently facing pressures are expected to do so over the next 10 years, as the projected number of new job openings is expected to be greater than the projected number of new job seekers. The growing need to replace retiring workers will open up positions in many occupations, including legislators and senior management, human resources managers, as well as supervisors in trades, facility operation, oil and gas drilling and service, and processing. So, how will the mechanical, piping and plumbing industry in Canada reinvest in its future through the replacement of management? Education is seen as one key to combating this growing problem. A number of industry spokespeople cite the Canadian Mechanical Contracting Education Foundation (CMCEF) as one route to take when preparing staff for management positions. CMCEF is a federally chartered non-profit corporation, established on May 8, 1998. It is governed by a Board of Trustees with representation from: CAC member Contractors of various sizes from all regions of Canada; the Provincial Affiliate Managers Council; Associate / Supplier Members; Employees; and Client / Owners. The Chairman and President of the Mechanical Contractors Association of Canada (MCAC) hold exofficio, non-voting positions on the Board. The Foundation was created upon the recommendation of an Education Task Force in its report to the Board of MCAC. The report is a major component in the mechanical contracting industry’s strategic response to the findings and recommendations of the Pipe Trades National Human Resources Needs Analysis (the IAS study) published in 1997. In recent years, the industry has been challenged by a great deal of change in a short period of time. Slow recovery in an uncertain economic climate has given rise to irrational competition where poor estimating and underbidding have resulted in financial distress for individual companies. Market conditions for the entire industry have been undermined. The problem has been compounded by rapid technological change, making it increasingly difficult for companies to maintain the capability to access and utilize newer materials, applications and systems. Based on the findings of a national survey and contractor focus groups, MCAC’s Educational Task Force determined that continuous, life-long learning and skills upgrading, with a focus on new management techniques and procedures, were essential for the future viability of the industry. The Task Force challenged the Foundation with a 4-dimensional mandate: • To promote the concept of continuous career education and facilitate distance learning through electronic program delivery. • To assist contractors in selecting the most convenient, cost-effective, best value training, relevant to their particular needs, by creating a national inventory and calendar of available course providers, evaluated and “Gold Seal” recognized. • To develop programs where subject or regional voids are apparent. • To promote the more technological, professional image of today’s modern mechanical contracting industry through partnerships with high schools, colleges and universities, attracting the brightest and best students to careers in the industry. Mechanical Contractors Associations of Alberta, B.C., Manitoba & Saskatchewan 2008 35

Table of Contents Feed for the Digital Edition of Mechanical Piping Plumbing Journal 2008

Mechanical Piping Plumbing Journal 2008 Contents MCA Canada Chairman MCA Alberta MCA British Columbia MCA Manitoba MCA Saskatchewan Alberta British Columbia Saskatchewan Manitoba Demographics & Management Employees Insurance – The Pros & Cons of Subguard® Construction Sector Council Data Richmond Olympic Oval Uses the Ice to Heat Things Up B.C.’s Hydrogen Highway™: The Hydrogen + Fuel Cell Alternative The Manitoba Hydro Tower Project Index to Advertisers

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