Rethinking Employment and Training in a Post Pandemic Ontario

Ontario’s employment and training systems were not immune to the challenges created by the pandemic. Indeed, at no time during Ontario’s economic history was the need for job search assistance and support more important.  During the first several months of the pandemic, over 400,000 workers lost their jobs and were faced with uncertain futures.  In March 2020 when the world changed, employment programs understood that they had to figure out how they could continue to support the public with social distancing measures in place. Like many other sectors of the economy, Toronto’s employment and training system, which relied heavily on face-to-face counseling and in-person employment workshops, moved quickly to online delivery of services.  The move from in-person to remote service delivery presented two challenges. The first was the orienting and training of employment counselors and instructors on digital delivery approaches. The other was supporting clients with accessing and using digital platforms. In short, job-seekers and workers needed support and the system had to move quickly.  At no time was Employment Ontario more important than at that moment.

In Toronto, virtual learning/training made great strides as employment service providers pivoted to remote service delivery in response to the crisis. Service providers quickly adopted digital platforms like Zoom, Google classroom, Microsoft Teams, WebEx, offered digital literacy training to staff and clients, offered access to digital devices through loan programs, supported clients further by hosting virtual job fairs and networking events. The crisis and the response to it exposed some weaknesses in the education and training systems and at the same time reshaped service delivery to a new paradigm that is more resilient and robust.

There is a general consensus among the service providers that the pandemic has made everything a moving target that requires dynamic responses. The pandemic also had a significant impact on the labour market trends. Given that labour market information (LMI) is pivotal to acquire the right skills in meeting the market demand, job counselors and career advisors were constantly updating themselves and interpreting the LMI to their clients.  Like other sectors of the economy that have been permanently transformed by the pandemic, the way we deliver employment and training services has likely changed forever.

By all accounts and through discussions with leaders in education, training and workforce development, hybrid approaches (combining the best of virtual and face-to-face service) is likely here to stay.  Remote service delivery allowed Employment Ontario (EO) agencies to save space and offer a broader array of training options to job seekers. For example, clients that face obstacles like finding child care or have trouble commuting found it easier to access service online. But not all programming and training can be best delivered online. In fact, online training for skilled trades (requiring individuals to learn how to use equipment) was rendered next to impossible. Also, clients with higher needs who face more employment barriers than others require more intensive employment support and career counseling. Online training and e-counselling may not be a desirable option for ensuring successful employment outcomes for this category of job seekers.

ACCES Employment is a leader in connecting job seekers from diverse backgrounds with leading employers. ACCES looks for opportunities to leverage our expertise and best practices to support jobseekers, newcomers starting a business in Canada, and employers and business partners seeking skills and talent for their workplaces.

ACCES Employment was in the process of a digital transformation long before the pandemic hit. The goal of leveraging technology to improve service delivery was set in the organization’s strategic plan for over 10 years. The systematic and phased approach was however rapidly accelerated due to the pandemic. E-learning, zoom meetings, online platforms for clients to register virtually were already in place. However, the usage of these were concentrated on certain programs only. So, at the onset of COVID-19, although the practice of using digital tools was there, the immediate challenge was a matter of expanding and spreading that practice to all programs and amongst all staff and clients.

While there was an existing set-up of digital tools and devices in the office, following public health measures of physical distancing ACCES needed to make a meaningful transfer so that services could be offered remotely. Not every staff had a laptop and more Zoom subscriptions were needed. While the organization managed to immediately begin remote delivery at the onset of the pandemic, it did take about three months for all staff to gain access to all the tools and systems that were needed.

Interviewee reported that the existing set-up allowed them to quickly transform into a remote call center, then layers of services were added on. Clients facing difficulty with digital services were walked through the process using phone and e-mail. Some clients also needed support to access the digital devices. There were laptop donations initially and ACCES then applied for funding and used the emergency response funds to purchase laptops and tablets that were loaned out to clients. They also tapped resources that would support clients to purchase their own laptops. They were quick in trying to create options for clients.

As ACCES continues through this accelerated transformation of services, they recognize one key challenge will be the need for ongoing investment of resources. They are already having conversations with partners and funders to ensure resource planning that will support continuous improvement of service delivery. As they start to go back to the office, they will explore how best to set up and utilize the already available webinar rooms/ workshop rooms at an optimal level, and at the same time consider health and safety regulations and best practices.

Interviewee was asked if there has been any digital skills training offered to the employees and clients following the pandemic. It has been highlighted that ACCES has an existing team of IT and Digital Tech support that continues to build on the online content and curriculum. Also, most staff had some level of digital literacy. However, when all services went remote and staff had to navigate multiple online platforms using different features, ACCES had to offer a range of digital training to their staff. Digital literacy of clients was also enhanced.

It was worth discussing whether e-learning worked well in certain programs and whether it was difficult to implement in some other programs. Like most other service providers ACCES also considered remote training particularly difficult for clients seeking employment in areas such as constructions trades. As a result, it had to accommodate learners for physical/in-person training in small groups. However, in recent times the agency introduced some new modules in trades that use virtual reality to offer training on key skills such as safety, working at heights, measuring, etc.

It has been highlighted that there was a huge demand for personal support workers (PSWs) during the pandemic and those with training were placed in full-time positions with better pay. Also, there was a significant uptick in the number of tech jobs. Employers had a huge demand for graduates from the bridging programs offered by ACCES in the area of tech. Certain manufacturing jobs also saw an increase in demand. For example, skills needed in the manufacturing of PPE, electronics and other tech items supporting remote work saw a huge rise in the labour market. As most of these roles require physical presence posing health risk for potential employees ACCES advocated for better wages to compensate them for this risk. Certain other jobs in the retail and the hospitality industry saw a sharp decline.

Libia Herrera arrived in Canada on a humanitarian flight from Colombia in April of 2020. For her and her husband, who were granted Express Entry to Canada during the COVID-19 pandemic, settling and finding work during a global health crisis was a scary prospect. “The pandemic was a big obstacle. Arriving in the middle of the pandemic had us worried. Looking back on that time, I feel very lucky I was able to do everything online, from enrolment to webinars to training.”

 Libia enrolled in the HR Connections program at ACCES. She had practical experience having worked in international HR roles prior to arriving in Canada. For Libia, the program made an important connection between her previous practical experience in human resources and more formal, academic approaches to the field. “The program, for me, provided great insight into the academic side of HR. Being able to learn and study with ACCES, through its relationship with Sheridan College, was really helpful—I was able to make use of a lot of research tools. Learning about Canadian policies, legislation and best practices was very useful and has proven even more relevant now that I am working.”

 Libia used the professional connections she made during the program, as well as the coaching she received in job search and interview strategies, to obtain a role as an HR Coordinator at Computek College. Her advice to other newcomers is to be bold enough to ask for help: “Newcomers should be encouraged to take advantage of the programs that are in place. Keep asking questions and you will get the help you need.”

ACCES emphasized that their goal has always been to reposition every client that were left behind. As pandemic led to every business and services to go remote, it created opportunities for such clients that faced barriers before. In other words, virtual service delivery attracted and served a broader client base.

Interviewee was asked if they anticipate making a permanent move to online training/service delivery or do they plan to revert back to physical classroom or were they planning a hybrid approach. Interviewee responded that ACCES’s decision on the mode of service delivery be it virtual, in-person or hybrid will be determined considering the safety of staff and clients as the first priority. The current plan is to return to the office through staff rotation and to provide clients the option for face-to-face services.  The hybrid service model will be planned and implemented in stages and will evolve based on client needs. It has been conveyed that at this point, ACCES is looking at different service elements that are being offered and evaluating what can be done online and what should be available in-person. For example, intake and registration into a certain program is achievable online. ACCES wants to ensure that the clients are offered a reasonable choice between online and physical service delivery. So, looking at it from a client centered approach what is the best way to make sure that client has seamless access and that no one gets left out.

On asking about whether interviewee saw any possible danger of going hybrid, we were told that ACCES’s priority is to mitigate that risk and find that right balance. They were looking to see what’s optimal in terms of team building and mentoring, what’s the best way for clients to interact with employers in a job fair or even a graduation or last day of workshop- in person or virtual. The focus of the organization is to find missing pieces if any and incorporate that into the system. They are also working to see how to set up the expectation of clients so that it fits with the new model.

The hospitality industry was amongst the hardest hit by the COVID-19 pandemic. The pandemic led to a massive lay off in the hospitality industry leading to a need to re-evaluate mindsets and think about transferable skills. During this crisis, Hospitality Worker Training Centre (HWTC) played a critical role in helping to support the displaced industry workforce. HWTC has been providing industry valued training solutions for the hospitality industry since 2003. HWTC has a strong reputation for working with both hospitality employers and workers to ensure that their training programs meet the industry’s hiring demands.

In an interview with HWTC, we asked what were the immediate and ongoing challenges faced by the organization in the wake of the pandemic and how they addressed these challenges to ensure fewer interruptions to service delivery. At HWTC, prior to the pandemic, all services were delivered in-person. However, at the onset of the pandemic like any other businesses, they transformed into a digital environment. This brought in multiple challenges. The key to resolve these challenges was to first identify the hierarchy of needs. HWTC prioritized the creation of a database for displaced workers to access basic needs that were threatened by suddenly being out of work.  Next, HWTC quickly made the shift to on-line learning, acquiring technology and building new curriculum content to respond to emerging needs. This was critical to remote service delivery and HWTC was able to do that fairly quickly ensuring all systems in place.

A significant obstacle to service delivery was some clients did not have access to digital resources or knowledge necessary to participate in remote services. HWTC eliminated this technology gap by building a laptop loan program. Digital literacy continues to be an ongoing challenge but HWTC staff are always there to help clients navigate the remote system.

As the organization expands to meet industry needs, it is becoming apparent that HWTC will need to continue to expand its digital footprint in workforce development. HWTC believes that virtual service delivery means that connection between a participant and career consultant is just one click away. This has dramatically reduced barriers to enter their programs. For example, participants with daycare needs or mobility issues can find commuting challenging. As services became online, these categories of clients can access services with ease. Unfortunately, like most EO agencies, it has not been possible by HWTC to install vocational training online.

The key element to their success was the holistic approach they have always used, even before the crisis. Recognizing early on that the same principals applied to a virtual world as a pre pandemic world meant they could apply them in the switch. Workforce development is more than just focusing on resume building or drafting cover letters. HWTC programs and trainers introduce other tools to the participants. For example, preparing an elevator pitch, teaching the participant how to portray where they are at in their life etc. and develop work readiness training programs like PIVOT to engage the laid off industry workers.

The rebuilding of the database and integrating program components online, the multiple funders initiative in supporting the laptop lending program all helped a smoother service delivery. HWTC also partnered with the Health Care Housekeeping Association of Ontario to develop work readiness training programs to credentialize hospitality housekeepers to transition to healthcare housekeeping jobs.

Ellis is currently participating in the Fast Track program held by the HWTC. She finds the program to be helpful and inspiring. The staff are very welcoming and friendly to all candidates participating in the program. One thing Elis loves about Fast Track and the staff there is that they are always available to help candidates participating in the program. She particularly mentions the one on one coaching with Vanessa that is always very inspiring. They got Elis a job placement and connected her with Employment Specialist Andrea who helped her with mock interviews. Eventually the interview went fantastic. Ellis believes that Fast Track is an amazing program and she would highly recommend it to others interested in the hospitality industry.

The HWTC expects that it will likely go to a hybrid approach to training. Modules are designed and delivered by synchronous training. The only asynchronous approach they are currently using are e-learning modules that reinforce content from synchronous learning modules. However, they are working to develop some stand-alone learning modules so that trainees can access training materials independently. As a result, they can go through the information at any time and from anywhere.

In April 2021, HWTC along with its project partner Bow Valley College launched Micro but Mighty: Micro-Credentials for a Recovering Hospitality Industry. This Ontario-wide digital certification program recognizes and validates in-demand skills in the hospitality and food service sectors. This quick and easy way to certify attainment of the skills and core competencies is critical to the sector’s recovery. It will also help employers easily recognize the achievement of these skills

Working with industry employers, HWTC will develop a catalog of 22 to 25 micro-credentials that, with the support of Bow Valley College, will validate individual skills and core competencies, like customer service and team leadership. It is anticipated that 350-400 vulnerable and displaced hospitality workers will earn up to 500 separate digital certifications during the first two years of the program.