EDUCATION/CERTIFICATION PROJECT – PHASE I

Background

One of the goals of the Canadian Supply Chain Sector Council is to assist in strengthening the national capacity for competitiveness by ensuring the supply chain sector has an adequate supply of qualified human resources. The 2007 Education/Certification project was conducted to collect both "hard" information about current training and education for supply chain employees, and "soft" information from employers about their needs and preferences with respect to education.  

Three activities were conducted to support development of the strategy: compilation of a compendium of education and training programs; an online survey of employers about in-house training; and focus groups with representatives of industry, educational institutions, and industry organizations.

Methodology

A number of research methods were employed to gather information: 10 interviews were conducted with sector leaders; an online survey aimed at employers was posted; and four focus groups were conducted in three regions of Canada with representatives of industry, educational institutions, industry organizations and provincial governments. Of the four focus-group sessions, one was held in English by tele-conference with members of the CSCSC Research Committee and one was held in French with representatives in Montreal and its environs.

Findings

Focus-group participants from a variety of employers in the cities visited were not experiencing difficulties in hiring operational-level employees but were experiencing a shortage of middle-level managers, many of whom are nearing retirement age.

There is general agreement that there are a large number of industry designations and training programs, and considerable overlap in the subject matter. Some focus-group participants felt that the situation will resolve itself, as some programs will be more effective at updating or expanding their scope and others will wither away. Others supported initiatives by the CSCSC, or any other industry association, to evaluate the content of the training programs and designations, and to encourage rationalization. 

Participants had numerous suggestions as to how industry training programs could be improved. Chief among these were better integration of formal education and work experience, and raising the academic standards for these programs. All suggestions move the industry designations closer to the stature of well-known designations in other sectors, such as CGA or CFA.

To some degree, the industry designations and training programs have become less important, at least in the recruiting of new hires, because more employees entering the sector already have a university degree or college diploma (and the accompanying "soft skills").  The number of individuals with only secondary education who work their way up through an organization is declining, and thus, so is the importance of industry-based training. It should also be noted that more partnerships are being developed between industry associations and colleges or universities. These provide advantages to both parties:  associations find qualified instructors and can extend their geographic reach, while colleges can make their programs more relevant to current industry practices.

While many participants in the focus groups could see a need for some improvements or standardizing of training programs, most rejected the concept of occupational standards. They maintained that there is very little consistency among firms, that the scope of jobs in the supply chain sector is changing, and even that the nature of the sector is evolving too rapidly to justify development of occupational standards.

Recommendations

1. In developing a labour market information program, the CSCSC will need to consider sources of experienced middle managers from "blue-collar" sectors, as well as ways to give younger people in post-secondary programs sufficient work experience so they can fast-track into management.
2. There is a role for the CSCSC to review the scope, depth and currency of industry programs with a view to recognizing the better programs and encouraging consolidation. This will increase the perceived value of individual designations and make it simpler for employees to choose a training program. Some leadership is desirable, to avoid having employees spending valuable hours on certifications that will become obsolete, or employers paying for less-effective training.
3. The CSCSC could contribute to a more-professional overall image of the sector by recognizing those with the most-pedagogically-sound practices, and by encouraging associations to implement the suggested improvements.
4. The CSCSC should support and facilitate partnerships between industry associations and post-secondary institutions, as these will improve the level of instruction and "raise the bar" in terms of academic and work skills required.
5. If the CSCSC is to proceed with occupational standards, a good deal of education of opinion leaders in the sector will be required, and any standards must be developed by a team with substantial industry experience and unassailable credentials.

Updating the Compendium

Results of the Online Survey of Employers – February 26, 2007