Strategic Human Resources Plan 2009-2012: Trends in the Labour Market

The marine industry supports international trade and is regulated both internationally and domestically. The Canadian Coast Guard must therefore consider both worldwide and domestic labour market trends in developing its human resources strategies.

Worldwide Trends

The recent economic downturn has had a strong impact on most sectors of the economy, including the marine industry. Shipping activities have declined and the very difficult labour market for hiring mariners has somewhat eased. However, in the medium to longer term, as economic activity recovers, the marine industry at large will face acute difficulties in attracting, recruiting, training and retaining a skilled workforce. Various studies point to a significant worldwide shortage of mariners over the next decade, exceeding 10 000 officers or 2% of the global workforce. The Canadian Coast Guard will have to strategically plan for recruitment and the renewal of its current staff, taking these trends into account.

Evolving technological changes, including increased computerization and automation, have already had a significant impact on the marine industry as they have decreased the number of crew required on some vessels. Increased use of information technology is expected to continue affecting vessel monitoring and communications. This, combined with the current focus on technologies to improve cost efficiency, means that the maritime workforce, including new recruits, will need to have a higher degree of computer literacy and knowledge of marine technology. CCG will need to place more focus on training to develop and maintain these necessary skills.

In the current economic environment, CCG will promote its total employment package – job security, salary, benefits, pension, learning and developmental opportunities – to attract trained mariners who otherwise may have been attracted by Canada’s private sector employment packages.

Domestic Trends

Overall attrition rates for all occupational groups in the Canadian Coast Guard remain low, with the exception of executives. However, the demographic profile of CCG spotlights our aging workforce and, over the next few years, more and more of our most experienced employees will choose to retire. This trend is the same throughout the public service and in a number of private sector areas as well. Consequently, CCG will be in a very competitive marketplace for recruitment, notwithstanding the recent economic downturn. At the same time, requirements are not just to replace those who are leaving. Modest increases are projected in the size of the fleet and in some of our shore-based technical support jobs. As such, recruitment and development strategies will have to accommodate some overall growth and the development of capacities for employees continuing their careers with CCG.

It is projected that by 2011, all Canadian labour force growth will result from immigration.¹ It is also estimated that labour market participation of Aboriginal peoples and members of visible minorities will increase significantly.² To address its human resources needs, CCG will need to include these groups during recruitment activities. We will also look to recruit more women, who currently represent only a small percentage of the marine industry workforce.

Finally, as a national institution that serves all Canadians, CCG has to maintain a bilingual workforce. This may be an increasing challenge as enrolment in French language marine schools, like that of the English language schools, has declined significantly. CCG may have to take far more proactive measures to ensure that we have all the certified people we need with the required linguistic capacity.

¹ Public Service Human Resources – Environmental Scan 2004-2005 – Key Findings
² Canada 2017 – Serving Canada’s Multicultural Population for the Future